Grants Database

The following database contains a searchable listing of grants the Foundation has awarded since 2003. Grants can be sorted in either direction by clicking on any one of the column headers. (Hold SHIFT and click to sort more than one column).

Use the search boxes below the headers to locate grants by organization name, Metcalf program name, or by focus area within a Metcalf program. You can search for multiple terms by using a pipe “|” symbol. For example, to search for all grants that are either Cycle City or Carbon Landscapes, you can type “Cycle|Carbon” under Focus Area. To filter further, you can enter “17|18” under Year to get only those grants from 2017 and 2018.

in partnership with Équiterre and Régénération Canada, to travel to California to meet with and learn from key leaders and organizations who have supported California’s uptake in carbon farming both in practice and in policy

to enable Wendy Cooper, Senior Solutions Advisor, to participate in RSF Social Finance’s Integrated Capital Institute, a training program that challenges sector leaders to look beyond philanthropy and traditional fundraising to better understand how all sorts of financing and investment can be mobilized to achieve social and environmental outcomes

to synthesize the state of knowledge related to carbon values and valuation processes in unmanaged forests, with a focus on Ontario and Quebec, which contain significant peatlands and where there is some concentration of research attention. The work will seek to understand the net storage potential of these ecosystems, while explicitly considering ongoing current and future potential for emissions from the region. It will highlight potential risks associated with lack of carbon valuation to achieving Canada’s GHG mitigation and adaptation goals, and barriers and opportunities for devising a system for carbon accounting in unmanaged forests

led by Dr. Faisla Moola of the Department of Geography, Environment, and Geomatics to investigate how Indigenous-led, nature-based carbon sequestration efforts align with more universal conservation and climate objectives in a way that also achieves Indigenous community benefits and advances Indigenous land rights. Funding will be used to support research and convening activities over the coming year, including: interviews with leaders working on emerging conservation directions in Canada such as Tribal Parks and Indigenous Protected and Conserved Areas (IPCAs) to identify how these might serve as sites of nature-based, carbon sequestration efforts, including wilderness protection and restoration of degraded landscapes; and convening Indigenous leaders, non-governmental organizations, scientists, sector leaders, and policy makers in a facilitated gathering to map shared interests, identify key questions, and discuss challenges and opportunities involving carbon, conservation, and Indigenous rights in Canada. A report outlining findings from the above interviews and convenings will be produced, highlighting research gaps and opportunities to advance Indigenous-led, nature-based carbon sequestration aligned with conservation and climate objectives. Digital stories and short films will be used to amplify the findings

in partnership with Lutsel K’e Dene First Nation, K’atl’odeeche First Nation, Dehcho First Nations, Sambaa K’e First Nation, Ka’agee Tu First Nation, Jean Marie River First Nation, Tlicho Government, and the community of Fort Good Hope. Funding will support Tides Canada to host, coordinate, advise, and facilitate the collaborative work of Indigenous governments, regularly convening them to develop shared approaches to advocacy, negotiation, and planning in the interest of advancing Indigenous protected areas in the Northwest Territories. Tides Canada will also partner with Indigenous governments to undertake an evaluation of the carbon storage and sequestration role played by the candidate protected areas; third year of three-year commitment

in partnership with Lutsel K’e Dene First Nation, K’atl’odeeche First Nation, Dehcho First Nations, Sambaa K’e First Nation, Ka’agee Tu First Nation, Jean Marie River First Nation, Tlicho Government, and the community of Fort Good Hope. Funding will support Tides Canada to host, coordinate, advise, and facilitate the collaborative work of Indigenous governments, regularly convening them to develop shared approaches to advocacy, negotiation, and planning in the interest of advancing Indigenous protected areas in the Northwest Territories. Tides Canada will also partner with Indigenous governments to undertake an evaluation of the carbon storage and sequestration role played by the candidate protected areas; second year of three-year commitment

in partnership with Lutsel K’e Dene First Nation, K’atl’odeeche First Nation, Dehcho First Nations, Sambaa K’e First Nation, Ka’agee Tu First Nation, Jean Marie River First Nation, Tlicho Government, and the community of Fort Good Hope. Funding will support Tides Canada to host, coordinate, advise, and facilitate the collaborative work of Indigenous governments, regularly convening them to develop shared approaches to advocacy, negotiation, and planning in the interest of advancing Indigenous protected areas in the Northwest Territories. Tides Canada will also partner with Indigenous governments to undertake an evaluation of the carbon storage and sequestration role played by the candidate protected areas; first year of three-year commitment

in partnership with The Nature Conservancy Global Lands & Carbon Science Teams, to convene some of North America’s leading scientists, along with policy makers in government who share an interest in advancing natural climate solutions. Funding will support the production of a white paper and a peer-reviewed study that provides a scientific basis to advance natural climate solutions in Canada. This research builds on a 2017 peer-reviewed study led by scientists from the global arm of The Nature Conservancy and 15 other institutions that found natural climate solutions can deliver up to 37% of the emissions reductions needed globally by 2030; second year of two-year commitment

in partnership with The Nature Conservancy Global Lands & Carbon Science Teams, to convene some of North America’s leading scientists, along with policy makers in government who share an interest in advancing natural climate solutions. Funding will support the production of a white paper and a peer-reviewed study that provides a scientific basis to advance natural climate solutions in Canada. This research builds on a 2017 peer-reviewed study led by scientists from the global arm of The Nature Conservancy and 15 other institutions that found natural climate solutions can deliver up to 37% of the emissions reductions needed globally by 2030; first year of two-year commitment

in partnership with the International Union for Conservation of Nature (IUCN), and led by Dr. Risa Smith, Co-Chair of IUCN’s Protected Areas Climate Change Specialist Group, this research project will lead to recommendations for how the Government of Canada can include natural climate solutions policies as a core component of future climate action in the run-up to Canada’s 2020 update to its contributions to the Paris Climate Agreement

in partnership with Poplar River First Nation, to assess the potential of a carbon management and benefits sharing agreement between the Government of Manitoba and Poplar River First Nation. Funding will support two primary deliverables: policy analysis regarding the necessary legislative and policy reforms required in Manitoba to facilitate a First Nations carbon finance initiative; and a model carbon finance benefit-sharing agreement between Poplar River First Nation and the Government of Manitoba that could be used for other boreal First Nations

to provide an assessment of and recommendations for alternative land use practices that support a strong regional food system in southern Ontario by identifying promising practices in other jurisdictions, conducting in-depth interviews with farmers and other innovators across southern Ontario, and documenting successful existing practices for land access and sustainable agricultural development for new and longer-term farmers

in partnership with Dr. Peter Victor, to explore the potentially positive environmental and social implications of economic models of low economic growth/no economic growth at the urban, suburban, and regional levels

for research regarding new resource models for emerging, small, and mid-sized arts organizations, including public and private sector support and earned revenue through audience engagement and new market development

to better understand how social innovation can inform actual practice of social service delivery and build social service leaders’ ability to strategize program delivery, planning priorities and funding models

to update the analysis of her previous fellowship reports based on the new systemic changes to the laws regulating migrant labour and build a framework that can be used for building and sustaining public discourse on these issues

to explore the feasibility of a social enterprise operating as a deconstruction business, focusing initially on the opportunities generated by the redevelopment of Regent Park; this study will examine the business case for such an enterprise, identify proponents and partners for the initiative, and propose the means and steps for putting such an operation into effect

to explore the feasibility of a social enterprise operating as a deconstruction business, focusing initially on the opportunities generated by the redevelopment of Regent Park; this study will examine the business case for such an enterprise, identify proponents and partners for the initiative, and propose the means and steps for putting such an operation into effect

to explore the feasibility of a social enterprise operating as a deconstruction business, focusing initially on the opportunities generated by the redevelopment of Regent Park; this study will examine the business case for such an enterprise, identify proponents and partners for the initiative, and propose the means and steps for putting such an operation into effect

to support a healthy, reflective discussion within Canada’s environmental movement that will re-examine how sector leaders communicate the ultimate objective of their work with the aim of identifying and framing the sector’s work in a way that unites and strengthens its disparate parts

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

in collaboration with Compañia Carmen Romero and Jaberi Dance Theatre, to support their team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support their organizational team, representing artistic, administrative, and board leadership, to participate in a series of six interactive workshops designed to uncover and name a complex challenge and begin to identify a potential response

to support an Ontario-based artistic practitioner to take part in the Artistic Leadership Residency Program, a program that aims to build the next generation of arts leaders who are preparing to assume leadership roles in institutional contexts; second year of two-year commitment

to support an Ontario-based artistic practitioner to take part in the Artistic Leadership Residency Program, a program that aims to build the next generation of arts leaders who are preparing to assume leadership roles in institutional contexts; first year of two-year commitment

co-funded in partnership with Echo Foundation, for Dr. Mark Winfield, alongside some of Canada’s foremost researchers in the field of energy efficiency, to assess economic, institutional, and organizational models that are available to realize the full potential for energy efficiency in Canada. The project will establish a set of guidelines and best practices for energy efficiency implementation and make recommendations for a national strategy on energy efficiency to Canadian governments

co-funded in partnership with Echo Foundation, in partnership with Clean Energy Canada, to outline a series of recommendations to strengthen federal, provincial, and municipal capacity to invest in low-carbon infrastructure in the built environment. Clean Energy Canada’s goal is to have their recommendations adopted to guide the 2019 federal budget allocations for infrastructure spending

co-funded in partnership with Echo Foundation, to identify policy and program options for the implementation of existing climate commitments related to heavy-duty vehicles, evaluate the strengths and weaknesses of each option using relevant criteria, and generate a list of preferred policy and program pathways with clear steps for implementation and identification of a lead agency

co-funded in partnership with Echo Foundation, to analyze the gap between Alberta, British Columbia, and the federal commitments to methane emissions-reduction targets and offer feasible and effective policy options that would ensure stringent implementation of methane reduction actions in both the short- and long-term

co-funded in partnership with Echo Foundation, to identify policy options for expanding British Columbia’s carbon tax to include fugitive methane emissions from the oil and gas sector. Their research will also provide credible policy recommendations on methane measurement and mitigation with a goal to have these implemented within B.C.’s three-year fiscal plan

to analyze and report on the conversion potential of delivery truck trips into bike trips through a promising partnership with UPS, which has agreed to share data relating to their downtown Toronto business deliveries. Pembina will also engage with the provincial government to examine barriers to permitting electric-assist cargo bikes in the Ontario Highway Traffic Act, after which it will recommend supportive legislation and infrastructure to enable greater access to and use of e-cargo bikes for delivery; second year of two-year commitment

to analyze and report on the conversion potential of delivery truck trips into bike trips through a promising partnership with UPS, which has agreed to share data relating to their downtown Toronto business deliveries. Pembina will also engage with the provincial government to examine barriers to permitting electric-assist cargo bikes in the Ontario Highway Traffic Act, after which it will recommend supportive legislation and infrastructure to enable greater access to and use of e-cargo bikes for delivery; first year of two-year commitment

to work in partnership with the Toronto District School Board and other community partners to train a select number of teachers and parents to become cycling advocates in key wards of the city where new bike infrastructure is being proposed, to produce a teacher and parent-friendly guide for cycling with children, and to organize events with forty school and ward councils; second year of two-year commitment

to work in partnership with the Toronto District School Board and other community partners to train a select number of teachers and parents to become cycling advocates in key wards of the city where new bike infrastructure is being proposed, to produce a teacher and parent-friendly guide for cycling with children, and to organize events with forty school and ward councils; first year of two-year commitment

in collaboration with three other grassroots community bike shops, to work together to build their collective capacity to share resources, organize joint training workshops, and explore ways to better capture the impact they each have in their community

to support a network of Toronto choreographers formalize its approach through a strategic planning process to identify stronger and career-long artistic development opportunities; re-imagine administrative and production support structures; and re-build tour marketing and agent-presenter relationships

with additional support from Toronto Arts Council, to assist individuals from Trinity St-Paul’s Centre for Faith, Justice and the Arts; Toronto Arts Council; and Artsbuild Ontario to travel to Philadelphia and New York City to visit successful examples of faith buildings that have been co-purposed for the use of arts communities and to connect with Partners for Sacred Places’ to learn their methodology for matching arts and faith organizations and work towards a pilot version of the project for Toronto

to support a study tour to Copenhagen and Bristol to learn about how these two cities are championing the role of outdoor play and active transportation (e.g. cycling) in their city building strategies

to continue its role as host of the Clean Economy Alliance, a coalition of cross-sector organizations focused on creating and maintaining public awareness of the importance of taking action on climate issues in Ontario; second year of two-year commitment

to continue its role as host of the Clean Economy Alliance, a coalition of cross-sector organizations focused on creating and maintaining public awareness of the importance of taking action on climate issues in Ontario; first year of two-year commitment

for Dr. Mark Winfield to remain engaged in reforms to the federal environmental review process that are currently underway, providing input based on his previous Metcalf Green Prosperity Challenge paper that focused on advancing a new era of environmental governance in Canada

in collaboration with partners at Dalhousie University, Concordia University, and Centre Québécois du Droit de l’Environment, to research and produce a report that includes a core framework for the necessary translation of Paris climate commitments into guidance for how governments review (and approve or decline) new industrial projects with significant greenhouse gas emissions. As part of this report, the authors will identify and recommend next steps for public discussion and practical testing of this initial framework

to enable the Sustainable Transportation Action Research Team (START) to research and publish a comprehensive policy handbook on Zero Emission Vehicles to inform and influence the development of Canada’s ZEV strategy

in partnership with Wahkohtowin, Brinkman Climate, and the Northeast Superior Regional Chiefs’ Forum, to develop a forest carbon project for the Chapleau Crown Game Preserve; third year of third-year commitment

in partnership with Wahkohtowin, Brinkman Climate, and the Northeast Superior Regional Chiefs’ Forum, to develop a forest carbon project for the Chapleau Crown Game Preserve; second year of three-year commitment

in partnership with Wahkohtowin, Brinkman Climate, and the Northeast Superior Regional Chiefs’ Forum, to develop a forest carbon project for the Chapleau Crown Game Preserve; first year of three-year commitment

to support a healthy, reflective discussion within Canada’s environmental movement that will re-examine how sector leaders communicate the ultimate objective of their work with the aim of identifying and framing the sector’s work in a way that unites and strengthens its disparate parts

to enable Dale Beugin, Executive Director of Canada’s Ecofiscal Commission, to enroll in McGill University’s Executive Leadership Experience program that will provide him with a timely, compressed, and focused leadership development opportunity

to enable Seana Irvine, Chief Strategy Officer, to enroll in Harvard Kennedy School’s Global Change Agents program that will provide her with timely leadership development support by exposing her to new ideas, approaches, and strategies for mobilizing ideas and people to make positive change

in partnership with staff from Pembina Institute and Équiterre, to travel to California to learn about this state’s climate action success stories by meeting with key sector leaders and organizations, including: Union of Concerned Scientists, members of the California Air Resources Board, Natural Resources Defense Council, and other public officials. The trip will provide the three organizations with deepened knowledge of successful policy implementation and will help build and strengthen relationships between cross-border partners

to support research and communications in order to champion a $15 minimum wage and explore amendments that would support ‘gig economy’ workers, as the province finalizes proposed changes to the minimum wage, the Employment Standards Act, and broader labour law reform

to develop and disseminate information and tools for low-income informal economy workers; and to increase awareness of the risks and implications for workers, consumers, and employers engaged in the informal economy

to support The Upstream Lab to examine working conditions, job security, and the health of precariously employed health sector workers in Toronto, and to engage precarious health sector workers in a participatory action research project and create a platform for interventions within health organizations that could include improving working conditions among workers in the health sector; second year of two-year commitment

to support The Upstream Lab to examine working conditions, job security, and the health of precariously employed health sector workers in Toronto, and to engage precarious health sector workers in a participatory action research project and create a platform for interventions within health organizations that could include improving working conditions among workers in the health sector; first year of two-year commitment

to support ongoing efforts in advancing decent work conditions for people through research and policy development, public education and awareness specifically among the community-based sector, capacity building for grassroots organizations engaged with these issues, and leadership development for workers in precarious jobs; third year of three-year commitment

to support ongoing efforts in advancing decent work conditions for people through research and policy development, public education and awareness specifically among the community-based sector, capacity building for grassroots organizations engaged with these issues, and leadership development for workers in precarious jobs; second year of three-year commitment

to support ongoing efforts in advancing decent work conditions for people through research and policy development, public education and awareness specifically among the community-based sector, capacity building for grassroots organizations engaged with these issues, and leadership development for workers in precarious jobs; first year of three-year commitment

in partnership with Building Up, to improve apprenticeship completion rates by further testing three approaches that contribute to financial stability and employment continuity for its participants; second year of two-year commitment

in partnership with Building Up, to improve apprenticeship completion rates by further testing three approaches that contribute to financial stability and employment continuity for its participants; first year of two-year commitment

in partnership with the Hospitality Workers’ Training Centre to cultivate and grow a partnership with large contracted food service companies to create an employment pipeline for individuals who experience barriers to employment and to better support the career advancement of incumbent institutional food workers; second year of two-year commitment

in partnership with the Hospitality Workers’ Training Centre to cultivate and grow a partnership with large contracted food service companies to create an employment pipeline for individuals who experience barriers to employment and to better support the career advancement of incumbent institutional food workers; first year of two-year commitment

to participate on several key tables regarding poverty reduction and income security reform and continue to disseminate the findings of his 2015 Working Poor Report, and share the analysis of his Basic Income report

for Designing For Dance, a collaborative project that explores how Design Thinking approaches can activate new possibilities for public engagement with Toronto’s professional dance community with the aim to foster social relevance through a culture of learning and exchange

to support an Ontario-based artistic practitioner to take part in the Artistic Leadership Development Program, a program that aims to build the next generation of arts leaders who are preparing to assume leadership roles in institutional contexts

to support a third cohort of arts leaders in their Talent to Lead program, a training program to help mid-level arts managers gain the required skills for senior positions in major institutions, with a specific focus on culturally diverse, Indigenous and official language communities; to convene participants in cohorts 1 and 2 in regional gatherings; and to prepare a White Paper on “Cultural Leadership – A perspective from the Field of Mid-Career Managers”

in support of the purchase of land at 87 Milky Way and to assist with the larger strategy to retain social assets, create community wealth, and contribute to building more inclusive local economies in Parkdale

to support East Scarborough Storefront to advance its current place-based workforce development strategy with the University of Toronto’s Scarborough campus by identifying key levers within the university system that could connect local opportunities to local people living in poverty

in partnership with the Caregivers’ Action Centre, to advance and document its organizational model to enable worker leadership, research, resource development, and knowledge dissemination on the federal policy changes to the caregiver program; second year of two-year commitment

in partnership with the Caregivers’ Action Centre, to advance and document its organizational model to enable worker leadership, research, resource development, and knowledge dissemination on the federal policy changes to the caregiver program; first year of two-year commitment

to develop a neighbourhood-based local economic development strategy, for the Moss Park community, leveraging the proposed $100 million dollar redevelopment of the John Innes Community Centre, the Moss Park Arena and surrounding parklands; second year of two-year commitment

to develop a neighbourhood-based local economic development strategy, for the Moss Park community, leveraging the proposed $100 million dollar redevelopment of the John Innes Community Centre, the Moss Park Arena and surrounding parklands; first year of two-year commitment

for research, design, and implementation of a program of community engagement with newcomers and Indigenous people, through a lens of cultural exchange and reconciliation; third year of three-year commitment

for research, design, and implementation of a program of community engagement with newcomers and Indigenous people, through a lens of cultural exchange and reconciliation; second year of three-year commitment

for research, design, and implementation of a program of community engagement with newcomers and Indigenous people, through a lens of cultural exchange and reconciliation; first year of three-year commitment

building on their work to provide better access for deaf and disabled artists, the festival will continue to explore ways to include people living with both visible and invisible disabilities. Their initiatives will include producing signed videos, large print program guides, Braille, access to scripts, and signed, audio described, and relaxed performances; third year of three-year commitment

building on their work to provide better access for deaf and disabled artists, the festival will continue to explore ways to include people living with both visible and invisible disabilities. Their initiatives will include producing signed videos, large print program guides, Braille, access to scripts, and signed, audio described, and relaxed performances; second year of three-year commitment

building on their work to provide better access for deaf and disabled artists, the festival will continue to explore ways to include people living with both visible and invisible disabilities. Their initiatives will include producing signed videos, large print program guides, Braille, access to scripts, and signed, audio described, and relaxed performances; first year of three-year commitment

to meet the needs of a younger and diversified new audience base and, in particular, ethnically diverse communities, new Canadians, and Francophiles of all generations; third year of three-year commitment

to meet the needs of a younger and diversified new audience base and, in particular, ethnically diverse communities, new Canadians, and Francophiles of all generations; second year of three-year commitment

to meet the needs of a younger and diversified new audience base and, in particular, ethnically diverse communities, new Canadians, and Francophiles of all generations; first year of three-year commitment

to animate their currently underused space, located at 227 Front Street East. In addition to becoming the home of an expanded Academy, this new cultural hub will showcase activity beyond the COC’s mainstage and allow the COC to leverage its infrastructure to empower emerging artists and organizations and to connect with new audiences. Specific projects to be explored include expanding the COC’s company-in-residence program and delivering a more varied and robust calendar of events, culminating in an Opera Music Festival; third year of three-year commitment

to animate their currently underused space, located at 227 Front Street East. In addition to becoming the home of an expanded Academy, this new cultural hub will showcase activity beyond the COC’s mainstage and allow the COC to leverage its infrastructure to empower emerging artists and organizations and to connect with new audiences. Specific projects to be explored include expanding the COC’s company-in-residence program and delivering a more varied and robust calendar of events, culminating in an Opera Music Festival; second year of three-year commitment

to animate their currently underused space, located at 227 Front Street East. In addition to becoming the home of an expanded Academy, this new cultural hub will showcase activity beyond the COC’s mainstage and allow the COC to leverage its infrastructure to empower emerging artists and organizations and to connect with new audiences. Specific projects to be explored include expanding the COC’s company-in-residence program and delivering a more varied and robust calendar of events, culminating in an Opera Music Festival; first year of three-year commitment

in recognition of the unique barriers, needs, and potential of the Latin Canadian community of artists and audiences, Aluna Theatre will develop three new artistic outreach ‘channels’ designed to engage its communities and grow its audience base in person, online, and on the radio; third year of three-year commitment

in recognition of the unique barriers, needs, and potential of the Latin Canadian community of artists and audiences, Aluna Theatre will develop three new artistic outreach ‘channels’ designed to engage its communities and grow its audience base in person, online, and on the radio; second year of three-year commitment

in recognition of the unique barriers, needs, and potential of the Latin Canadian community of artists and audiences, Aluna Theatre will develop three new artistic outreach ‘channels’ designed to engage its communities and grow its audience base in person, online, and on the radio; first year of three-year commitment

to support a short-term research project that will explore the confluence of two growing trends in Toronto: increased cycling and growing goods movements, and the opportunity to reduce emissions within the goods movement sector through the use of bicycles for deliveries in Toronto. The project will look at the barriers and opportunities to expand the “goods-by-bike” sector, and lay the groundwork for a possible bike delivery pilot project in partnership with a major delivery company

to support Toronto Centre for Active Transportation, in collaboration with Cycle Toronto, the University of Toronto’s Cycling Think & Do Tank, AccessPoint on Danforth, and Birchmount Bluffs Neighbourhood Centre, efforts to build a strong cycling constituency in Scarborough; second year of two-year commitment

to support Toronto Centre for Active Transportation, in collaboration with Cycle Toronto, the University of Toronto’s Cycling Think & Do Tank, AccessPoint on Danforth, and Birchmount Bluffs Neighbourhood Centre, efforts to build a strong cycling constituency in Scarborough; first year of two-year commitment

in collaboration with The Laneway Project and Community Bicycle Network, to support Laneways as Bikeways, a project that will explore opportunities for using laneways to address current gaps in the Toronto cycling network, while more significant infrastructure investment is undertaken, in accordance with the City’s 10-year Cycling Network Plan

in partnership with Sustain Ontario, to review and renew the previously released Metcalf Food Solutions Paper, Menu 2020: Ten Good Food Ideas for Ontario, in order to measure what ideas and goals from the paper have been achieved to date and what strategies and actions are required to advance the remaining ideas in the run-up to 2020

to support Clean Energy Canada’s public outreach and convening efforts at both the provincial (Ontario) and national level, with a primary focus on the implementation of Ontario’s recently approved Climate Action Plan and the Pan-Canadian Framework on Clean Growth and Climate Change

to support the continued collaborative efforts of the Strathmere Group, a coalition of the Executive Directors of Canada’s leading environmental organizations, to outreach with government and other key stakeholders while helping to ensure a focused and strategic approach to establishing sector priorities; second year of two-year commitment

to support the continued collaborative efforts of the Strathmere Group, a coalition of the Executive Directors of Canada’s leading environmental organizations, to outreach with government and other key stakeholders while helping to ensure a focused and strategic approach to establishing sector priorities; first year of two-year commitment

in collaboration with the Trottier Foundation, Echo Foundation, and Clean Economy Fund, this funding will support the research and writing of a report that will identify opportunities for reducing the environmental impacts of goods movement across the country, and make recommendations for the development of a national land freight strategy in light of Canada’s commitment to advancing climate solutions

to support public education and advocacy work with a primary focus on efforts to advance the implementation of Ontario’s climate action plan as well as the national Pan-Canadian Framework on Clean Growth and Climate Change

to support the Ryerson City Building Institute to advance transit-oriented development initiatives in Toronto, with the ultimate goal of reducing emissions, creating safer streets, and building more vibrant neighbourhoods throughout the city

to support the Cycling Think & Do Tank, in partnership with Swerhun Facilitation, to research and write a briefing package for senior public sector leaders and other key stakeholders, regarding the benefit and value of identifying a common set of cycling indicators for Toronto and surrounding region

in partnership with Cycle Toronto, to coordinate their efforts around community engagement, campaign organizing and leadership, and other communications efforts, with an overall focus on the implementation of announced and approved cycling infrastructure along key Toronto street corridors; second year of two-year commitment

in partnership with Cycle Toronto, to coordinate their efforts around community engagement, campaign organizing and leadership, and other communications efforts, with an overall focus on the implementation of announced and approved cycling infrastructure along key Toronto street corridors; first year of two-year commitment

in support of Toronto Centre for Active Transportation’s preliminary research into the feasibility of developing a car driver safety course focused on active transportation (cycling and walking) that could result in course participants receiving a discount for auto insurance while also learning how to operate a vehicle safely around cyclists and pedestrians

to support the October 2016 Basic Income Symposium that will explore Basic Income as it relates to different topics – Health and Well-being; Work and Worth; Impact of Administrative Systems – from perspectives of faith, technical subject expertise, and personal values

in partnership with the Migrant Workers Alliance for Change, to enable migrant workers’ leadership and organizations to share best practices and stay informed about current public policy; second year of two-year commitment

in partnership with the Migrant Workers Alliance for Change, to enable migrant workers’ leadership and organizations to share best practices and stay informed about current public policy; first year of two-year commitment

in partnership with La Passerelle – I.D.É., to research the labour market gaps and skills shortages for bilingual talent in the Toronto Region in order to expand their training program for the ICT and Transportation sectors

to enable the company to re-enter the international touring arena, pursue global showcasing and networking opportunities, and rekindle relationships with venues in order to extend the lives of their productions, strengthen the skills of the company’s general manager and production manager, and foster new conversations between Canadian and international audiences through the performing arts; third year of three-year commitment

to enable the company to re-enter the international touring arena, pursue global showcasing and networking opportunities, and rekindle relationships with venues in order to extend the lives of their productions, strengthen the skills of the company’s general manager and production manager, and foster new conversations between Canadian and international audiences through the performing arts; second year of three-year commitment

to enable the company to re-enter the international touring arena, pursue global showcasing and networking opportunities, and rekindle relationships with venues in order to extend the lives of their productions, strengthen the skills of the company’s general manager and production manager, and foster new conversations between Canadian and international audiences through the performing arts; first year of three-year commitment

to support Reimagining Repertoire, which uses the company’s significant body of work as an opportunity for creative and organizational growth. Four projects will address their repertoire’s formal structure, its potential for adaptation and remixing, how its content relates to topicality, and how these past works can inform their ongoing performance practice; third year of three-year commitment

to support Reimagining Repertoire, which uses the company’s significant body of work as an opportunity for creative and organizational growth. Four projects will address their repertoire’s formal structure, its potential for adaptation and remixing, how its content relates to topicality, and how these past works can inform their ongoing performance practice; second year of three-year commitment

to support Reimagining Repertoire, which uses the company’s significant body of work as an opportunity for creative and organizational growth. Four projects will address their repertoire’s formal structure, its potential for adaptation and remixing, how its content relates to topicality, and how these past works can inform their ongoing performance practice; first year of three-year commitment

to extend the conceptual and artistic bases of their work, drawing on its history and reputation to clarify the company’s public appearance, sustain its development momentum, and grow their partnerships and audiences; third year of three-year commitment

to extend the conceptual and artistic bases of their work, drawing on its history and reputation to clarify the company’s public appearance, sustain its development momentum, and grow their partnerships and audiences; second year of three-year commitment

to extend the conceptual and artistic bases of their work, drawing on its history and reputation to clarify the company’s public appearance, sustain its development momentum, and grow their partnerships and audiences; first year of three-year commitment

to launch The Mskomini Giizis Residency, an initiative designed for emerging and mid-career Indigenous artists living across Canada who are developing original works, and will occur over four weeks in July of 2017, 2018, and 2019; third year of three-year commitment

to launch The Mskomini Giizis Residency, an initiative designed for emerging and mid-career Indigenous artists living across Canada who are developing original works, and will occur over four weeks in July of 2017, 2018, and 2019; second year of three-year commitment

to launch The Mskomini Giizis Residency, an initiative designed for emerging and mid-career Indigenous artists living across Canada who are developing original works, and will occur over four weeks in July of 2017, 2018, and 2019; first year of three-year commitment

to increase their artistic work’s potential by fostering new creation, enhancing existing works, providing resources according to the demands of the artistic idea, and leveraging works in original and adapted form to increase their number of performances and their touring capacity. The company will concurrently expand its human and financial resources to underwrite these activities in perpetuity; third year of three-year commitment

to increase their artistic work’s potential by fostering new creation, enhancing existing works, providing resources according to the demands of the artistic idea, and leveraging works in original and adapted form to increase their number of performances and their touring capacity. The company will concurrently expand its human and financial resources to underwrite these activities in perpetuity; second year of three-year commitment

to increase their artistic work’s potential by fostering new creation, enhancing existing works, providing resources according to the demands of the artistic idea, and leveraging works in original and adapted form to increase their number of performances and their touring capacity. The company will concurrently expand its human and financial resources to underwrite these activities in perpetuity; first year of three-year commitment

to unlock and access cross-border resources to support the often costly and complex musical theatre development process by developing collaborative relationships with U.S. regional theatres, exploring U.S. models for commercial enhancement within Canada, and capitalizing on funding opportunities that are only available to American 501c3 charities; third year of three-year commitment

to unlock and access cross-border resources to support the often costly and complex musical theatre development process by developing collaborative relationships with U.S. regional theatres, exploring U.S. models for commercial enhancement within Canada, and capitalizing on funding opportunities that are only available to American 501c3 charities; second year of three-year commitment

to unlock and access cross-border resources to support the often costly and complex musical theatre development process by developing collaborative relationships with U.S. regional theatres, exploring U.S. models for commercial enhancement within Canada, and capitalizing on funding opportunities that are only available to American 501c3 charities; first year of three-year commitment

to support and enhance Clean Energy Canada’s efforts to ensure a strong suite of policies and investments are achieved over the next two years in support of Canada’s transition towards a clean energy future; second year of two-year commitment

to support and enhance Clean Energy Canada’s efforts to ensure a strong suite of policies and investments are achieved over the next two years in support of Canada’s transition towards a clean energy future; first year of two-year commitment

to advance three important greenhouse gas emission reduction strategies across the country: a national accelerated phase-out of coal-fired power; strong methane rules for the oil and gas sector; and reforms to the mandate of the National Energy Board; second year of two-year commitment

to advance three important greenhouse gas emission reduction strategies across the country: a national accelerated phase-out of coal-fired power; strong methane rules for the oil and gas sector; and reforms to the mandate of the National Energy Board; first year of two-year commitment

to seed the development of a new collaborative funding mechanism that seeks to maximize the scale and impact of philanthropic investments in support of a clean economy in Canada; second year of two-year commitment

to seed the development of a new collaborative funding mechanism that seeks to maximize the scale and impact of philanthropic investments in support of a clean economy in Canada; first year of two-year commitment

to enable the Sustainable Transportation Action Research Team (START) to conduct a scan of electric vehicle-related policies in Canadian provinces and cities, and assess their impact on electric vehicle adoption

in partnership with the Caregiver’s Action Centre, to map the challenges caregivers experience under the new 2014 federal immigration rules, to identify policy recommendations for regulating the federal Caregiver program and, to be engaged in the provincial Changing Workplaces Review

in partnership with the Flemingdon Hub Steering Committee, to design, develop, and implement the first stage of a local employment and economic development strategy, creating a collaborative strategy to ensure residents and community agencies are engaged in the planning process of infrastructure projects that are occurring in the neighbourhood

in partnership with ACORN Canada, to engage its members who are affected by Employment Insurance policy and support members’ leadership development to engage in the policy debate around improving federal EI policy, including joining a city-wide working group in collaboration with labour and community organizations

to create a mini-micro loans program in communities across Toronto that enables low-income people to access financing in order to improve their employability skills or pay for employment related expenses; second year of two-year commitment

to create a mini-micro loans program in communities across Toronto that enables low-income people to access financing in order to improve their employability skills or pay for employment related expenses; first year of two-year commitment

to deepen knowledge within community health centres about the health and social impacts of precarious jobs, to strengthen institutional capacity to promote good jobs for client communities, and to help mobilize sector-specific solutions on promoting good jobs

to allow East Scarborough Storefront’s Director Anne Gloger to document and disseminate the learnings from the decade of innovative neighbourhood-based work, with the support of a communications coach. This support will enable Gloger to transition into a new role at the Storefront, and strengthen the Storefront’s ability to contribute to dialogue about neighbourhoods, residents, and systemic change processes

to support the dissemination of the findings and analysis of “Working Poor: Mapping working poverty in Canada’s richest city;” to finalize the community-based research on Social Assistance Direct Program Benefits and Employment Disincentives; and to continue to work with governments and maintain a Metcalf presence on anti-poverty initiatives

to support Renee Devereaux, the School for Social Entrepreneurs’ Director of Learning, to participate in graphic facilitation and Art of Hosting training. This will enable Devereaux to strengthen her facilitation skills and position her and The School for Social Entrepreneurship as key players in facilitating large scale and systemic change processes

in partnership with Cycle Toronto, to help deliver their Smart Streets program, an initiative that uses public education and community engagement strategies to improve cycling safety in the City of Toronto

to support their FoodReach Collaborative that includes Toronto Public Health and the Toronto Foundation for Student Success, to support the scaling of a community-based food procurement and distribution system

in partnership with the Excellence in Manufacturing Consortium – Canadian Manufacturing Network, to pilot a foundational workplace training approach that integrates essential skills into manufacturing sector-specific training by creating an industry recognized ‘Manufacturing Essentials’ certification they will strengthen the capacity, confidence, and career advancement pathways of low-wage employees

to support ongoing efforts related to advancing decent work conditions for people including research and policy development, public education and awareness specifically, capacity building for grassroots organizations, and leadership development for workers in precarious jobs; second year of two-year commitment

to support ongoing efforts related to advancing decent work conditions for people including research and policy development, public education and awareness specifically, capacity building for grassroots organizations, and leadership development for workers in precarious jobs; first year of two-year commitment

in partnership with Thorncliffe Park Women’s Committee, a grassroots group of women focusing on improving the social and economic opportunities for Thorncliffe Park women by harnessing community assets, will strengthen its organization’s governance model, develop its organizational leadership, refine its bazaar model, and strengthen the economic outcomes of its newcomer micro-entrepreneurs; second year of two-year commitment

in partnership with Thorncliffe Park Women’s Committee, a grassroots group of women focusing on improving the social and economic opportunities for Thorncliffe Park women by harnessing community assets, will strengthen its organization’s governance model, develop its organizational leadership, refine its bazaar model, and strengthen the economic outcomes of its newcomer micro-entrepreneurs; first year of two-year commitment

to modularize selected upcoming and past productions from their main concert season to be mounted by a network of regional presenters, using professional development activities and mainstream programming to appeal to typically risk-averse producers; third year of three-year commitment

to modularize selected upcoming and past productions from their main concert season to be mounted by a network of regional presenters, using professional development activities and mainstream programming to appeal to typically risk-averse producers; second year of three-year commitment

to develop a new alternative revenue source entitled The Creativity Lab, a comprehensive corporate training program for women, inspiring leadership and innovation in business through the arts; third year of three-year commitment

to develop a new alternative revenue source entitled The Creativity Lab, a comprehensive corporate training program for women, inspiring leadership and innovation in business through the arts; second year of three-year commitment

to create and manage a high-quality, content-based website focusing on Canadian performing arts, generating revenues for the company through advertising sales, participation in affiliate programs, and capitalizing on the large cache of visitors through retarget advertising; third year of three-year commitment

to create and manage a high-quality, content-based website focusing on Canadian performing arts, generating revenues for the company through advertising sales, participation in affiliate programs, and capitalizing on the large cache of visitors through retarget advertising; second year of three-year commitment

to modularize selected upcoming and past productions from their main concert season to be mounted by a network of regional presenters, using professional development activities and mainstream programming to appeal to typically risk-averse producers; first year of three-year commitment

to develop a new alternative revenue source entitled The Creativity Lab, a comprehensive corporate training program for women, inspiring leadership and innovation in business through the arts; first year of three-year commitment

to create and manage a high-quality, content-based website focusing on Canadian performing arts, generating revenues for the company through advertising sales, participation in affiliate programs, and capitalizing on the large cache of visitors through retarget advertising; first year of three-year commitment

to enable Executive Director Judith Lipp to undertake coursework, participate in networking events, and travel to Aboriginal communities around Ontario to better understand the challenges and opportunities that exist when working to connect leaders in the renewable energy co-op sector with Aboriginal communities across the province

to support research and policy analysis focused on the state of transit in the GTHA along with proposed solutions to reduce GHGs by expanding access to affordable transit services, and to enable stakeholders to participate in collaborative meetings, communications, and engagement efforts that create space for advancing transit solutions across the region

to support the dissemination of the findings and analysis of “Working Poor: Mapping working poverty in Canada’s richest city;” to finalize the community-based research on Social Assistance Direct Program Benefits and Employment Disincentives; and to continue to work with governments and maintain a Metcalf presence on anti-poverty initiatives

to better understand how social innovation can inform actual practice of social service delivery and build social service leaders’ ability to strategize program delivery, planning priorities and funding models

to update the analysis of her previous fellowship reports based on the new systemic changes to the laws regulating migrant labour and build a framework that can be used for building and sustaining public discourse on these issues

to support East Scarborough Storefront to foster economic opportunity for low-income people by advancing place-based strategies that strengthen workforce mobilization, leverage local institutions as economic drivers and increase capacity of local businesses; second year of two-year commitment

to support East Scarborough Storefront to foster economic opportunity for low-income people by advancing place-based strategies that strengthen workforce mobilization, leverage local institutions as economic drivers and increase capacity of local businesses; first year of two-year commitment

to develop long-term strategies that harness the potential of the Co-op Cred program to create a neighbourhood workforce development strategy that transitions low-income and marginalized community members into the local workforce

to work with private and public sector partners to develop a coordinated workforce planning and development strategy for IT employers in Toronto in order to determine how to design and deliver employment training programs to respond more effectively to market demand

to conduct research examining the scope and frequency of police record checking practices and the impacts of this on employment in Toronto, recommend best practices and policies for both employers and governments, and develop a web-based resource hub; second year of two-year commitment

to conduct research examining the scope and frequency of police record checking practices and the impacts of this on employment in Toronto, recommend best practices and policies for both employers and governments, and develop a web-based resource hub; first year of two-year commitment

to work with street involved adult members to co-develop and prototype interventions that lead to better outcomes, including increased sense of purpose, possibility, bridging social networks and take up of meaningful economic opportunities

to support the development of communication material that describes the City of Toronto’s new Residential Apartment Commercial Zone (RAC) to a range of stakeholders to aid in the implementation of the by-law change and encourage complementary community, social and commercial initiatives

to support the engagement and change management strategy of the community agency partners, as part of the development of a community-based food procurement and distribution system led by Toronto Public Health, PARC and FreshTek

to support a multi-year pilot with East Scarborough Storefront aimed at improving the economic opportunities available to low-income people in the neighbourhood of Kingston-Galloway/Orton Park by working collaboratively with local and regional partners to improve the neighbourhood’s economic ecology

in partnership with the Thorncliffe Park Women's Committee to strengthen the economic capacity of the Thorncliffe Park Friday Night Bazaars, and build the entrepreneurial acumen of the participating micro-entrepreneurs

in partnership with the Hospitality Workers’ Training Centre, to test and deliver a partnership model to reduce employment precarity and increase job seekers’ access to the hospitality sector through the establishment of a referral network and pipeline with wraparound supports; second year of two-year commitment

in partnership with the Hospitality Workers’ Training Centre, to test and deliver a partnership model to reduce employment precarity and increase job seekers’ access to the hospitality sector through the establishment of a referral network and pipeline with wraparound supports; first year of two-year commitment

to support East Scarborough Storefront as they build an eco-food hub that will act as the foundation for a range of environmental and food-security focused initiatives and be a model of how linking economic justice, green issues, and food can contribute to community wellbeing, neighbourhood renewal, and a stronger urban fabric; fifth year of five-year commitment

in collaboration with Cycle Toronto, to help deliver the Smart Streets program, an initiative that uses public education and community engagement strategies to improve cycling safety in the City of Toronto

in partnership with the Danforth East Community Association (DECA), to share their pop up shop tenancy model as an alternative for vacant commercial storefronts by, developing a community of practice, coaching other neighbourhoods and supporting them with a toolkit, while continuing to work on the policy and legislative framework around vacant storefronts; second year of two-year commitment

in partnership with Toronto Environmental Alliance and Environment Hamilton, to support a program to improve air quality by empowering people to monitor their local air quality at the street level. Using mobile air particulate monitoring equipment attached to backpacks, bike handlebars or baby stroller handles, volunteers will walk, run, or ride through their neighbourhoods collecting air quality data. Results will be shared with the broader community, along with the economic, environmental and human health impacts of bad air quality; second year of two-year commitment

in partnership with Cornerstone Standards Council, to finalize, launch and promote a voluntary certification system for stone, gravel and sand extraction in southern Ontario; third year of three-year commitment

in partnership with Cornerstone Standards Council, to finalize, launch and promote a voluntary certification system for stone, gravel and sand extraction in southern Ontario; second year of three-year commitment

to continue building a shared vision for biodiversity offsetting in Ontario through workshops, webinars, and meetings with diverse stakeholders; advance understanding of key offsetting issues through the examination of case studies and collaboration across sectors; and identify and promote effective and widely-supported policy options to provide the certainty needed for a biodiversity offsetting market to emerge in Ontario; second year of two-year commitment

in partnership with Toronto Urban Growers, to scale-up urban agriculture in the city through a combination of on-the-ground, community-based initiatives and city-wide knowledge exchange, training, and capacity building; second year of two-year commitment

to support Black Creek Community Farm and the launch of the Driftwood Food & Artisan Market, featuring fresh produce from Black Creek Community Farm and artisan vendors from the Jane-Finch community; second year of two-year commitment

to help develop the 2.0 version of the Neptis Geoweb - an interactive online mapping platform which allows users to better know, understand, visualize, and explain the impact of complex and abstract policies involving land use, transportation and the environment in the Greater Toronto region

in collaboration with Charlie’s FreeWheels, to further develop and deliver a summer program that will serve as the basis for a Cycling Education and Advocacy Hub for youth living in and around the Regent Park area of Toronto; second year of two-year commitment

in collaboration with Charlie’s FreeWheels, to further develop and deliver a summer program that will serve as the basis for a Cycling Education and Advocacy Hub for youth living in and around the Regent Park area of Toronto; first year of two-year commitment

in partnership with Pembina Institute to conduct research that seeks to advance a compelling narrative of how Toronto will benefit from more investment in cycling infrastructure, and how the city currently compares to its big city counterparts across Canada

for Evergreen CityWorks to convene key stakeholders both within the cycling community and beyond, to collectively identify areas of alignment and opportunities to advance cycling in Toronto. To augment this work, extensive public opinion research and community engagement strategies will be undertaken

in collaboration with CultureLink, CycleTO, the University of Toronto’s Cycling Think & Do Tank and working with local partners, this collaborative will establish two bike hubs in Scarborough neighbourhoods where there is a high potential to increase cycling mode share, and offer educational and mentorship programs to address barriers and encourage new cyclists; second year of two-year commitment

in collaboration with CultureLink, CycleTO, the University of Toronto’s Cycling Think & Do Tank and working with local partners, this collaborative will establish two bike hubs in Scarborough neighbourhoods where there is a high potential to increase cycling mode share, and offer educational and mentorship programs to address barriers and encourage new cyclists; first year of two-year commitment

in collaboration with community partners, this project will focus on two significant barriers to cycling for residents of Toronto’s tower communities: lack of bicycle parking at trip origin and destination points; and lack of access to bicycle training, maintenance, and support services; second year of two-year commitment

in collaboration with community partners, this project will focus on two significant barriers to cycling for residents of Toronto’s tower communities: lack of bicycle parking at trip origin and destination points; and lack of access to bicycle training, maintenance, and support services; first year of two-year commitment

to support Canada’s Ecofiscal Commission, a public policy initiative focused on developing fiscal reforms to ensure Canada is economically prosperous without sacrificing environmental sustainability; third year of three-year commitment

to support Canada's Ecofiscal Commission, a public policy initiative focused on developing fiscal reforms to ensure Canada is economically prosperous without sacrificing environmental sustainability; second year of three-year commitment

to allow Executive Director Joyce Chau to participate in the Max Bell Foundation’s Public Policy Training Institute and enroll in a negotiation course offered through the University of Toronto’s School of Continuing Studies

for Dr. Mark Winfield to produce a paper entitled, “Decision-Making, Governance, and Sustainability” that will examine how the declining legitimacy of the decision-making process around specific energy plans and projects may present a significant barrier to transitions to a low-carbon, resource efficient, and resilient economy in southern Ontario

for Dr. Ian Rowlands to produce a paper entitled, ”The Smart Grid and Low-Income Residential Ratepayers: Emerging Challenges and Opportunities” that will seek to bridge energy poverty advocacy work with energy systems transformation strategies in an attempt to highlight connections that may not be evident to stakeholders usually concerned with only some part of broader energy systems

for Dr. Beth Savan to produce a paper entitled, “Cycling to Sustainability: Increasing Cycling for Transportation in Southern Ontario” that will develop policy and practice recommendations for our cities, communities, and citizens that will enable them to harness the already identified latent demand for cycling

for Stephanie Cairns at Sustainable Prosperity, to produce a paper entitled, “Incenting the Nature of Cities” that will research fee, incentive, and market-based programs that can support the expansion of green infrastructure in southern Ontario cities

for Dr. Stewart Elgie to produce a paper entitled, “Price Works: Sending the Signals for Change” that will build the case for environmental price reform as a means of improving sustainability outcomes at the urban level and securing new municipal revenue streams

for Dr. Cheryl Teelucksingh, to produce a paper entitled, “Building Toronto: Achieving Social Inclusion in Toronto’s Emerging Green Economy” that will explore opportunities to include traditionally disadvantaged groups as a central component of the transition to a green economy

to support a Toronto-based symposium, presented by The Arts Advocate with a number of partners, that engaged leading thinkers and cultural leaders to re-imagine the cultural policy framework in a Canadian context

to conduct an evaluation of two new models to support independent producers being pioneered by the Small Theatre Administrative Facility and Why Not Theatre, and to produce public reportings on best practices based on this evaluation; second year of two-year commitment

to conduct an evaluation of two new models to support independent producers being pioneered by the Small Theatre Administrative Facility and Why Not Theatre, and to produce public reportings on best practices based on this evaluation; first year of two-year commitment

to create the Toronto Summer Music Community Academy in which adult amateur musicians would spend a week studying with professional performing classical musicians, culminated with a side-by-side performance on stage; third year of three-year commitment

to create the Toronto Summer Music Community Academy in which adult amateur musicians would spend a week studying with professional performing classical musicians, culminated with a side-by-side performance on stage; second year of three-year commitment

to leverage the resources of their new facility in order to build community by creating dialogue around the art that they create and by creating an open physical space for social innovators and the local community to work; third year of three-year commitment

to leverage the resources of their new facility in order to build community by creating dialogue around the art that they create and by creating an open physical space for social innovators and the local community to work; second year of three-year commitment

to create an audience engagement platform that crosses between the digital and physical spheres, partnering Beacon technology, which allows information to be sent to all mobile devices within a 72-metre range, with in-person activities that encourage conversation and engagement; third year of three-year commitment

to create an audience engagement platform that crosses between the digital and physical spheres, partnering Beacon technology, which allows information to be sent to all mobile devices within a 72-metre range, with in-person activities that encourage conversation and engagement; second year of three-year commitment

to develop online, dramaturgy-focused “nuclei” for each of their projects, using enhanced audience experiences as a tool to develop an audience for their work across the country; third year of three-year commitment

to develop online, dramaturgy-focused “nuclei” for each of their projects, using enhanced audience experiences as a tool to develop an audience for their work across the country; second year of three-year commitment

to explore a new public space animation initiative that will adapt the model of Porch View Dances to be appropriate for neighbourhoods in the inner suburbs, blurring the line between art and the public and exposing new audiences to dance; third year of three-year commitment

to explore a new public space animation initiative that will adapt the model of Porch View Dances to be appropriate for neighbourhoods in the inner suburbs, blurring the line between art and the public and exposing new audiences to dance; second year of three-year commitment

to explore the notion of “mainstreaming” community-engaged arts practice by partnering with a minimum of four traditional professional performing arts companies in order to explore and chronicle different approaches to outreach and community work; third year of three-year commitment

to explore the notion of “mainstreaming” community-engaged arts practice by partnering with a minimum of four traditional professional performing arts companies in order to explore and chronicle different approaches to outreach and community work; second year of a three-year commitment

to investigate how an audience receives and interprets participatory experiences in the performing arts and to build the skills of their artists in creating this type of experience; third year of a three-year commitment

to investigate how an audience receives and interprets participatory experiences in the performing arts and to build the skills of their artists in creating this type of experience; second year of a three-year commitment

in partnership with ArtsBuild Ontario and WorkInCulture, to introduce the SpaceFinder program, developed by Fractured Atlas, into Canada in order to allow arts organizations to maximize their revenue potential by leveraging facility assets; third year of three-year commitment

to expand revenue streams by building capacity for online distribution of their existing products, researching online sales methods that allow for better cross-promotion and suggestive selling, building a mobile platform for sales, and investigating methods of crowd-sourced funding; third year of three-year commitment

to create a crowd-sourced funding site, which would benefit both the Fringe Festival and the independent theatre community, and a comprehensive app that encourages audiences to partake in a greater number of festival events; third year of three-year commitment

to explore opportunities for increasing their earned revenue (primarily box office) through the creation of a web-based cultural hub that will allow the company to build new, deeper relationships with patrons through the provision of free and low-cost digital media; third year of three-year commitment

to transform their annual Koerner Hall concert into a social enterprise, adding performances and positioning it as a unique client and staff hosting opportunity for small and mid-sized corporations; third year of three-year commitment

in partnership with Green Roofs for Healthy Cities and the Ontario Parks Association, to engage four Ontario communities in developing detailed green infrastructure plans based on broad consultation and multi-stakeholder workshops (design charrettes); second year of two-year commitment

to increase community sustainability in apartment towers in the Jane-Finch area of northwest Toronto by linking several streams of activity including local food production and waste re-use. The project will build community capacity and excitement through three pilot initiatives involving expanding community gardens, balcony gardens and composting; second year of two-year commitment

to support the rollout of a WALK Friendly Ontario designation system: a program of recognition for communities that have achieved a high level of walkability. By offering awards at the Bronze, Silver, Gold and Platinum levels, the Green Communities Foundation will guide and recognize progress in making communities safe, convenient and enjoyable places to walk; second year of two-year commitment

for Dr. Amelia Clarke in partnership with Sustainable Prosperity, to develop a Sustainability Alignment Methodology in order to better understand how local government pricing signals can support the realization of goals laid out in sustainable community plans; second year of two-year commitment

for Dr. Andrea Bradford to produce a detailed cost/benefit analysis of green infrastructure retrofit projects constructed in road right-of-ways and on an industrial/commercial property; second year of two-year commitment

for Dr. Miljana Horvat to produce guidelines for solar zoning by researching issues that influence smart urban planning and identifying the strategies that can help architects and urban planners design attractive, healthy, and energy-efficient smart communities; second year of two-year commitment

to provide core operating support for efforts related to advancing decent work conditions for people including research and policy development; public education and outreach; capacity building for grassroots organizations; leadership development for workers' in precarious jobs; and network development between groups seeking to advance low-wage, precarious workers' rights; third year of three-year commitment

to conduct community based research to analyze the barriers to employment caused by loss of specific benefits to individuals and families who wish to increase their employment and employment related activities while in receipt of social assistance (principally Ontario Works), and to develop a set of options and community-based solutions as well as frame a policy narrative to engage and work collaboratively with governments to create lasting solutions; and to review and analyze the 2010 statistical data regarding the Working Poor in Toronto

for Evergreen CityWorks’ Tower Renewal Showcase project to develop detailed feasibility plans, financial models, and identify how community benefits for local employment and social improvements for the apartment tower retrofit sites can be integrated into the plan

in partnership with the Danforth East Community Association (DECA), to share their pop up shop tenancy model as an alternative for vacant commercial storefronts by, developing a community of practice, coaching other neighbourhoods and supporting them with a toolkit, while continuing to work on the policy and legislative framework around vacant storefronts; first year of two-year commitment

to develop a framework for a micro-entrepreneurship food incubator, by leveraging the three existing commercial kitchen facilities in Regent Park, building a community based curriculum, and developing technical assistance partnerships to support food entrepreneurs from Regent Park

in partnership with The Dream Team, to adapt their life and work experiences into compelling narratives that are targeted to private sector employers and HR professionals in order to address the stigma they encounter in workplaces, discuss employment barriers they have faced, and the accommodations and supports that enable consumers/survivors to fully participate in the workforce

in partnership with the Waterloo Institute for Social Innovation and Resilience, McConnell Foundation, and the Ontario Trillium Foundation, to test the Solutions Lab model for supporting food systems change in Ontario

in partnership with Toronto Environmental Alliance and Environment Hamilton, to support a program to improve air quality by empowering people to monitor their local air quality at the street level. Using mobile air particulate monitoring equipment attached to backpacks, bike handlebars or baby stroller handles, volunteers will walk, run, or ride through their neighbourhoods collecting air quality data. Results will be shared with the broader community, along with the economic, environmental and human health impacts of bad air quality; first year of two-year commitment

in partnership with Cornerstone Standards Council, to finalize, launch and promote a voluntary certification system for stone, gravel and sand extraction in southern Ontario; first year of three-year commitment

to continue building a shared vision for biodiversity offsetting in Ontario through workshops, webinars, and meetings with diverse stakeholders; advance understanding of key offsetting issues through the examination of case studies and collaboration across sectors; and identify and promote effective and widely-supported policy options to provide the certainty needed for a biodiversity offsetting market to emerge in Ontario; first year of two-year commitment

in partnership with Toronto Urban Growers, to scale-up urban agriculture in the city through a combination of on-the-ground, community-based initiatives and city-wide knowledge exchange, training, and capacity building; first year of two-year commitment

to support Black Creek Community Farm and the launch of the Driftwood Food & Artisan Market, featuring fresh produce from Black Creek Community Farm and artisan vendors from the Jane-Finch community; first year of two-year commitment

to create the Toronto Summer Music Community Academy in which adult amateur musicians would spend a week studying with professional performing classical musicians, culminated with a side-by-side performance on stage; first year of three-year commitment

to leverage the resources of their new facility in order to build community by creating dialogue around the art that they create and by creating an open physical space for social innovators and the local community to work; first year of three-year commitment

to create an audience engagement platform that crosses between the digital and physical spheres, partnering Beacon technology, which allows information to be sent to all mobile devices within a 72-metre range, with in-person activities that encourage conversation and engagement; first year of three-year commitment

to develop online, dramaturgy-focused “nuclei” for each of their projects, using enhanced audience experiences as a tool to develop an audience for their work across the country; first year of three-year commitment

to explore a new public space animation initiative that will adapt the model of Porch View Dances to be appropriate for neighbourhoods in the inner suburbs, blurring the line between art and the public and exposing new audiences to dance; first year of three-year commitment

to explore the notion of “mainstreaming” community-engaged arts practice by partnering with a minimum of four traditional professional performing arts companies in order to explore and chronicle different approaches to outreach and community work; first year of three-year commitment

to investigate how an audience receives and interprets participatory experiences in the performing arts and to build the skills of their artists in creating this type of experience; first year of three-year commitment

in partnership with ArtsBuild Ontario and WorkInCulture, to introduce the SpaceFinder program, developed by Fractured Atlas, into Canada in order to allow arts organizations to maximize their revenue potential by leveraging facility assets; second year of three-year commitment

to expand revenue streams by building capacity for online distribution of their existing products, researching online sales methods that allow for better cross-promotion and suggestive selling, building a mobile platform for sales, and investigating methods of crowd-sourced funding; second year of three-year commitment

to create a crowd-sourced funding site, which would benefit both the Fringe Festival and the independent theatre community, and a comprehensive app that encourages audiences to partake in a greater number of festival events; second year of three-year commitment

to explore opportunities for increasing their earned revenue (primarily box office) through the creation of a web-based cultural hub that will allow the company to build new, deeper relationships with patrons through the provision of free and low-cost digital media; second year of three-year commitment

to transform their annual Koerner Hall concert into a social enterprise, adding performances and positioning it as a unique client and staff hosting opportunity for small and mid-sized corporations; second year of three-year commitment

to create a Member Schools Initiative that will allow for a long-term, subscriber-like relationships between the company and certain schools and that would provide students, educators, and the community around the schools with a greater engagement in all YPT programming; third year of three-year commitment

to develop a new paradigm for the creation of work that will allow Obsidian to support the work many artists, bringing more work than they could produce to a higher level that will hopefully increase opportunities for production of work by Black artists throughout the theatrical ecosystem; third year of three-year commitment

to operate a six-week Creation Lab program each year between 2013 and 2015, developed as an exploratory process investigating the combination of contemporary and bharatanatyam movement styles and as a research and development period intended to deepen the practice of the company’s choreographic territory and the Artistic Director’s movement vocabulary; third year of three-year commitment

to support community consultation, identification and engagement of community partnerships, expanded audience development, and increased organizational capacity and readiness as they prepare to move into new facilities during the 2015/16 fiscal year; third year of three-year commitment

to continue to act as a community resource by providing public education and outreach related to the findings of Made in Canada: How the Law Constructs Migrant Workers’ Insecurity and to undertake new legal and community-based research to support community organizations’ work in relation to abuse in recruitment fees and recruitment practices that impoverish migrant workers in Toronto and Southern Ontario

to improve workforce development in the Toronto region through research and the development of a local labour market pilot project combining education, training, employment services, and economic development to meet employers' skills needs, to support job placement and career advancement, and to enhance productivity growth and competitiveness

for Dr. Amelia Clarke in partnership with Sustainable Prosperity, to develop a Sustainability Alignment Methodology in order to better understand how local government pricing signals can support the realization of goals laid out in sustainable community plans; first year of two-year commitment

for Dr. Andrea Bradford to produce a detailed cost/benefit analysis of green infrastructure retrofit projects constructed in road right-of-ways and on an industrial/commercial property; first year of two-year commitment

for Dr. Miljana Horvat to produce guidelines for solar zoning by researching issues that influence smart urban planning and identifying the strategies that can help architects and urban planners design attractive, healthy, and energy-efficient smart communities; first year of two-year commitment

Description:for Dr. Beth Savan to monitor and analyze the factors that will assist marginalized communities to adopt cycling for transportation, thereby reducing costs, traffic congestion, and urban pollution while enhancing mobility and building communityWebsite:http://www.utoronto.ca

Description:for Dr. Stephen Quilley to research the extent to which the self-fabrication or modification of objects can challenge existing business models and consumption habits by engaging with local Maker cooperatives and running several Maker workshops Website:http://www.uwaterloo.ca

Description:for Dr. Jose Etcheverry to craft an electric vehicle strategy that is accessible, affordable and that uses local renewable energy resources to offset the electrical demands of electric vehicles, and to develop policy suggestions for municipalities, transportation agencies, other universities, and Ontario provincial government agencies wishing to expand renewable energy-powered personal transportationWebsite:http://www.yorku.ca

Description:for Judith Lipp and Dr. Christina Hoicka to build, execute, and measure the effectiveness of a community-based energy conservation program targeted at current community power initiative participants, and share those findings and subsequent recommendations with government, community and energy agencies, and organizations throughout southern OntarioWebsite:http://www.yorku.ca

Description:for Dr. Martin Bunch to build a web-based platform for Greater Toronto Area residents to share their stories about ecosystem services and how those services contribute to their well-being, in order to gather data about how to reconnect people with their natural surroundings, facilitate better participation in decision-making that affects the environment, and document and propose responses to inequalities in the distribution of ecosystem benefitsWebsite:http://www.yorku.ca

Description:in support of Sustain Ontario, to support on-going education and communication activities, working group initiatives, policy analysis, preparations for the 2015 Bring Food Home conference, and further work towards financial sustainabilityWebsite:http://tidescanada.org

Description:to allow John Lounds to undertake research and visit non-profit leaders in Australia, Britain and France, followed by participation in the Ivey School of Business' Community Shift program, in order to better understand how to mentor and support young and emerging environmental leaders Website:http://www.natureconservancy.ca

to support Canada's Ecofiscal Commission, a public policy initiative focused on developing fiscal reforms to ensure Canada is economically prosperous without sacrificing environmental sustainability; first year of three-year commitment

Description:in partnership with the Caregiver's Action Centre, to explore new communication technologies to engage with caregivers in order to enhance their awareness of their employment rights and build their capacity to advocate for their rights with their employersWebsite:http://www.oeerc.org

Description:in partnership with the West End Food Co-op, Greenest City, and Parkdale residents, to assess the viability of the Co-op credits as a local economic tool by widening its use at a neighbourhood level through new partnerships, and evaluating its economic impact and financial sustainabilityWebsite:http://parc.on.ca

Description:to work with community partners in North York to implement and refine the "Business out of the Box" model to different urban contexts and further develop the necessary operational expertise and insight into policy changes required to have local shipping containers be a tenancy model strategy for local economic developmentWebsite:http://www.scaddingcourt.org

Description:to develop an innovation delivery model that reaches out to communities and individuals from low-income communities, and to develop lively and tailored content to animate their two new digital innovation hubs through group and one-on-one programming streamsWebsite:http://www.tplfoundation.ca

Description:in partnership with the Thorncliffe Park Women's Committee to strengthen the economic capacity of the Thorncliffe Park Friday Night Bazaars, and build the entrepreneurial acumen of the participating micro-entrepreneursWebsite:http://www.thorncliffe.org

Description:in support of East Scarborough Storefront to engage with local businesses in the Kingston-Galloway Orton Park community to assess the interest and framework for a structured local and cohesive business networkWebsite:http://tidescanada.org

Description:to allow Richard Matern to take part in the elite 8-month Munk School of Global Affairs' Fellowship in Global Journalism that works with a small group of leaders from around the world to gain skills that enable them to lead global coverage in their disciplineWebsite:http://www.dailybread.ca

to support a multi-year pilot aimed at improving the economic opportunities available to low-income people in the neighbourhood of Thorncliffe Park by working collaboratively with local and regional partners in order to spot places where the neighbourhood's economic ecology can be improved. This initiative aims to develop an evolving series of strategic actions that build on pre-existing local work, take advantage of emerging opportunities, and link motivated people to key resources at the neighbourhood and city levels; third year of three-year commitment

Description:in partnership with the Labour Education Centre, to mobilize and engage Metrolinx to develop and entrench a Community Benefits Agreement (CBA) in contracts associated with the building and maintenance of Light Rail Transit lines in Toronto to ensure that public funds spent to improve transit in Toronto will also maximize career opportunities for low-income workers; second year of two-year commitmentWebsite:http://www.labourcommunityservices.ca

Description:to provide core operating support for efforts related to advancing decent work conditions for people including research and policy development; public education and outreach; capacity building for grassroots organizations; leadership development for workers' in precarious jobs; and network development between groups seeking to advance low-wage, precarious workers' rights; second year of three-year commitmentWebsite:http://www.oeerc.org

Description:to support a multi-year pilot with East Scarborough Storefront aimed at improving the economic opportunities available to low-income people in the neighbourhood of Kingston-Galloway Orton Park by working collaboratively with local and regional partners in order to spot places where the neighbourhood's economic ecology can be improved. This initiative aims to develop an evolving series of strategic actions that build on pre-existing local work, take advantage of emerging opportunities, and link motivated people to key resources at the neighbourhood and city levels; third year of three-year commitmentWebsite:http://tidescanada.org

Description:to advance a new approach to income security for working-age adults in Ontario by: undertaking further study of the working poor in the Toronto region, and to link this research with efforts underway in other parts of Canada; and to analyze the recommendations in the Review of Social Assistance's final report Brighter Futures to help articulate the next steps required to build a transformed system, with particular attention on the recommendations related to the Ontario Disability Support Program Website:http://www.openpolicyontario.com

Description:to support East Scarborough Storefront as they build an eco-food hub that will act as the foundation for a range of environmental and food-security focused initiatives and be a model of how linking economic justice, green issues, and food can contribute to community wellbeing, neighbourhood renewal, and a stronger urban fabric; fourth year of five-year commitmentWebsite:http://tidescanada.org

Description:to convene parents and childcare providers to develop recommendations to improve the safety, security, and quality of unregulated childcare in TorontoWebsite:http://www.familyservicetoronto.org

Description:in partnership with Social Enterprise Toronto to research how an intermediary structure could be developed that would support the sector to scale up and access social procurement opportunitiesWebsite:http://www.lefca.org

in partnership with the Hospitality Workers' Training Centre, to demonstrate the value of industry-led training and career pathways to employers, and to build infrastructure capacity to provide training and recruitment support to new entrants in the hospitality sector; second year of two-year commitment

in partnership with Project Neutral, to refine their approach and Household Carbon Footprint Survey to make it more user-friendly for neighbourhood residents and to help build capacity to ultimately engage with the many neighbourhoods waiting to participate in the program

in partnership with Sustainability Co-Lab and drawing on the success of Sustainable Waterloo Region, to demonstrate and scale up a model in three mid-size communities to engage businesses in making commitments and taking measurable action to reduce their greenhouse gas emissions and develop strong multi-sectoral partnerships across the public, private and social sector

to develop and promote a model for a type of conservation offsetting in Ontario. The offsetting will take the form of compensation for negative environmental impacts in one area by setting aside or restoring areas of equal or greater ecological value to the disturbed areas

in partnership with Green Roofs for Healthy Cities and the Ontario Parks Association, to engage four Ontario communities in developing detailed green infrastructure plans based on broad consultation and multi-stakeholder workshops (design charrettes); first year of two-year commitment

to increase community sustainability in apartment towers in the Jane-Finch area of northwest Toronto by linking several streams of activity including local food production and waste re-use. The project will build community capacity and excitement through three pilot initiatives involving expanding community gardens, balcony gardens and composting; first year of two-year commitment

to support the rollout of a WALK Friendly Ontario designation system: a program of recognition for communities that have achieved a high level of walkability. By offering awards at the Bronze, Silver, Gold and Platinum levels, the Green Communities Foundation will guide and recognize progress in making communities safe, convenient and enjoyable places to walk; first year of two-year commitment

for core support to ensure that Not Far From The Tree can optimize its current model, develop a strategy to expand this model across all Toronto neighbourhoods, and sustain the positive impacts for years to come; second year of two-year commitment

to support the work of the Green Budget Coalition, a group of leading Canadian environmental organizations, that provide an annual list of top three priorities to the Federal Minister of Finance in advance of each major budget

to create a Member Schools Initiative that will allow for a long-term, subscriber-like relationships between the company and certain schools and that would provide students, educators, and the community around the schools with a greater engagement in all YPT programming; second year of three-year commitment

to build the organization’s capacity to undertake a renovation project, engaging in feasibility work around business plans for a renovated facility, architectural studies, and the necessary preparations to launch a successful capital campaign; second year of two-year commitment

to develop a new paradigm for the creation of work that will allow Obsidian to support the work many artists, bringing more work than they could produce to a higher level that will hopefully increase opportunities for production of work by Black artists throughout the theatrical ecosystem; second year of three-year commitment

to operate a six-week Creation Lab program each year between 2013 and 2015, developed as an exploratory process investigating the combination of contemporary and bharatanatyam movement styles and as a research and development period intended to deepen the practice of the company’s choreographic territory and the Artistic Director’s movement vocabulary; second year of three-year commitment

to support community consultation, identification and engagement of community partnerships, expanded audience development, and increased organizational capacity and readiness as they prepare to move into new facilities during the 2015/16 fiscal year; second year of three-year commitment

to enact a new youth outreach program that will engage young people in a highly experiential and participatory manner with masterpieces of Medieval and Renaissance music, moving these engagements beyond the traditional model of passive audience members; second year of two-year commitment

to develop various outreach activities particularly targeting the diverse francophone communities within Toronto, including activities to research and to create relationships within these communities, opportunities to develop partnerships with and events for representative groups, and new forms of marketing outreach; third year of three-year commitment

to respond to the phenomenal growth in company’s artistic activity by creating the position of Artistic Associate, providing the ability for them to continue to be the largest disseminator of Canadian music internationally by developing additional opportunities for touring work, curating Canadian programs, and web-based broadcasting; third year of three-year commitment

to formalize the company’s Youth Wing, providing opportunities to recruit youth participants from across Toronto, to research festivals and funding opportunities appropriate to their youth work, and to share these resources appropriately with other Toronto companies looking to work with youth; third year of three-year commitment

to address infrastructure and succession by creating a new administrative position, Program Manager, who, over the course of three years, would be mentored by the Program Director/Curator and gradually assume full administrative responsibility for the organization; third year of three-year commitment

to allow new Executive Director Patricia Barretto to build her professional networks and develop skills in strategic planning, staff development, board relations, and artistic planning by attending the annual Opera America conference to be held in Vancouver in May 2013

in partnership with ArtsBuild Ontario and WorkInCulture, to introduce the SpaceFinder program, developed by Fractured Atlas, into Canada in order to allow arts organizations to maximize their revenue potential by leveraging facility assets; first year of three-year commitment

to expand revenue streams by building capacity for online distribution of their existing products, researching online sales methods that allow for better cross-promotion and suggestive selling, building a mobile platform for sales, and investigating methods of crowd-sourced funding; first year of three-year commitment

to create a crowd-sourced funding site, which would benefit both the Fringe Festival and the independent theatre community, and a comprehensive app that encourages audiences to partake in a greater number of festival events; first year of three-year commitment

to explore opportunities for increasing their earned revenue (primarily box office) through the creation of a web-based cultural hub that will allow the company to build new, deeper relationships with patrons through the provision of free and low-cost digital media; first year of three-year commitment

to transform their annual Koerner Hall concert into a social enterprise, adding performances and positioning it as a unique client and staff hosting opportunity for small and mid-sized corporations; first year of three-year commitment

Description:to support a new regional local food distribution model that brings together the efficiencies of large-scale distribution with the product variation and freshness that smaller-scale aggregators can provideWebsite:http://www.ourgreenbelt.ca

Description:in a partnership between Metcalf, The J.W. McConnell Foundation and the Friends of the Greenbelt Foundation, to commission a study on the impacts of regional food systems in southern Ontario with an interest in understanding and documenting the economic, social, and environmental impacts of regional food systems and how they relate to each otherWebsite:http://www.ourgreenbelt.ca

Description:to develop a coordinated training program, incorporating existing resources, for creative and cultural sector workers, particularly those working through micro-businesses or small independent companies in the Greater Toronto Area Website:http://www.torontoartscape.on.ca

in partnership with Fresh City Farms, to produce A Tale of Three Carrots, that distills environmental and social reasons for eating sustainably grown food by telling the story of three carrots. The first carrot is grown on an industrial farm and will be sold at a major retail chain. The second is grown on a mid-sized farm and will be sold at a farmers market or an independent grocery store. The third is grown on a two-acre market garden and will be sold through a community box delivery program

Description:for core support during their second year of operations and to develop programs and activities, including events, screenings and possible residencies, strengthening the educational components and partnerships of the work and building the network and assembling the resources for a Canada-based Cape Farewell expeditionWebsite:http://www.capefarewellfoundation.com

to support East Scarborough Storefront as they build an eco-food hub that will act as the foundation for a range of environmental and food-security focused initiatives and be a model of how linking economic justice, green issues, and food can contribute to community wellbeing, neighbourhood renewal, and a stronger urban fabric; third year of a five-year commitment

Description:to respond to the phenomenal growth in company’s artistic activity by creating the position of Artistic Associate, providing the ability for them to continue to be the largest disseminator of Canadian music internationally by developing additional opportunities for touring work, curating Canadian programs, and web-based broadcasting; second year of three-year commitmentWebsite:http://www.soundstreams.ca

to build the organization’s capacity to undertake a renovation project, engaging in feasibility work around business plans for a renovated facility, architectural studies, and the necessary preparations to launch a successful capital campaign; first year of two-year commitment

Description:to work through variety of interactive media, including electronic newsletters, blogs, online video diaries and interviews, and interactive web discussions and talk-back sessions in order to build new relationships with their audience that extend beyond the traditional seller-buyer paradigm; third year of three-year commitmentWebsite:http://www.companytheatre.ca

Description:to develop various outreach activities particularly targeting the diverse francophone communities with Toronto, including activities to research and to create relationships within these communities, opportunities to develop partnerships with and events for representative groups, and new forms of marketing outreach; second year of three-year commitmentWebsite:http://www.theatrefrancais.com

Description:to support a variety of strategies that will enable the company to revise its marketing materials, leverage new opportunities for international touring, and increase their local presence within the Toronto theatre scene; third year of three-year commitmentWebsite:http://www.theatrefront.com

Description:to enact a new youth outreach program that will engage young people in a highly experiential and participatory manner with masterpieces of Medieval and Renaissance music, moving these engagements beyond the traditional model of passive audience members; first year of two-year commitmentWebsite:http://www.torontoconsort.org

Description:to create a Member Schools Initiative that will allow for a long-term, subscriber-like relationships between the company and certain schools and that would provide students, educators, and the community around the schools with a greater engagement in all YPT programming; first year of three-year commitmentWebsite:http://youngpeoplestheatre.ca

Description:to undertake strategic analysis of the laws, programs, and policies that structure and constrain the rights of migrant workers in Toronto in order to map the complex legal landscape that regulates migrant workers and to develop a framework for sustainable reform by identifying practical short-term and medium-term opportunities for system changes, and to develop and provide public education opportunities to advance public dialogue, and policy changes related to the recommendationsWebsite:http://www.faradaylaw.com

Description:in partnership with Dr. Peter Victor, to explore the potentially positive environmental and social implications of economic models of low economic growth/no economic growth at the urban, suburban, and regional levels

Description:for research regarding new resource models for emerging, small, and mid-sized arts organizations, including public and private sector support and earned revenue through audience engagement and new market development Website:http://www.shannonlitzenberger.com

Description:to provide an assessment of and recommendations for alternative land use practices that support a strong regional food system in southern Ontario by identifying promising practices in other jurisdictions, conducting in-depth interviews with farmers and other innovators across southern Ontario, and documenting successful existing practices for land access and sustainable agricultural development for new and longer-term farmers

Description:in support of the work of Dr. Peter Victor at York University, in partnership with Dr. Tim Jackson, to explore the potentially positive environmental and social implications of economic models of low economic growth/no economic growth at the urban, suburban, and regional levelsWebsite:http://www.yorku.ca

Description:to allow Executive Director Lea Ann Mallett to participate in the Centred Leadership: When Remarkable Women Lead program at the Banff Centre in order to refocus her energy on key organizational goals and gain new leadership skillsWebsite:http://www.ecosource.ca

Description:to allow Donna-Michelle St. Bernard to pursue inquiry into Canadian intercultural performance ecology through participation in the development of new work, critical reading, discussion with academics and practitioners, and discussion of mandate and programmingWebsite:http://www.nativeearth.ca

Description:to provide Ian Davidson with a period of time to consider new ideas and approaches on how to support small not-for-profit, non-governmental organizations, and to evaluate business models for organizations that are in the process of transformation towards a more service-oriented approachWebsite:http://www.naturecanada.ca

Description:to allow Executive Director Alan Davis to attend WOMEX 2012 in Thessaloniki, Greece, and to participate in research and networking activities in Istanbul in order to renew professional relationships and build his knowledge about the latest artistic trends in world music Website:http://www.smallworldmusic.com

Description:to provide Lynda Hill with the opportunity to participate in a week of intensive study at the Loris Malaguzzi International Centre of Childhood in Reggio Emilia, Italy and an additional week in residence with La Baracca in Bologna, one of the most celebrated companies creating theatre for the very youngWebsite:http://www.theatredirect.on.ca

Description:to allow Yvonne Ng to take part in a ten-day retreat at the Ontario Vipassana Centre, a 28-day residency in the Leighton Artists’ Colony at The Banff Centre, and the Centered Leadership: When Remarkable Women Lead course at Banff, as well as completing a two-week, independent residency with the leadership of the Vancouver International Dance FestivalWebsite:http://www.princessproductions.ca

Description:to present an exciting slate of events designed to break down the walls between the theatre and its surrounding neighbourhood in a city-building initiative grounded in the belief that institutional arts organizations need to change the type of engagements that they have with audiences - going out into the community and building relationships with people who might not attend traditional theatre performances; third year of a three-year commitmentWebsite:http://www.passemuraille.on.ca

Description:to create a variety of new programs, including audience education programs, presentations in non-traditional venues, live streaming performances, and digital video creations that will enable the company to break down barriers between education, performance, community engagement, and creation in order to deepen the reach of their art form; third year of three-year commitmentWebsite:http://www.balletjorgen.ca

Description:to support community consultation, identification and engagement of community partnerships, expanded audience development, and increased organizational capacity and readiness as they prepare to move into new facilities during the 2015/16 fiscal year; first year of three-year commitmentWebsite:http://www.crowstheatre.com

Description:to address infrastructure and succession by creating a new administrative position, Program Manager, who, over the course of three years, would be mentored by the Program Director/Curator and gradually assume full administrative responsibility for the organization; second year of three-year commitmentWebsite:http://www.danceimmersion.ca

Description:to operate a six-week Creation Lab program each year between 2013 and 2015, developed as an exploratory process investigating the combination of contemporary and bharatanatyam movement styles and as a research and development period intended to deepen the practice of the company’s choreographic territory and the Artistic Director’s movement vocabulary; first year of three-year commitmentWebsite:http://www.novadance.com

Description:to formalize the company’s Youth Wing, providing opportunities to recruit youth participants from across Toronto, to research festivals and funding opportunities appropriate to their youth work, and to share these resources appropriately with other Toronto companies looking to work with youth; second year of three-year commitmentWebsite:http://www.mammalian.ca

Description:to create a new part-time position in outreach and marketing which will lead a variety of initiatives related to connecting with audiences through new technologies, developing more interactive educational programs, and creating opportunities for the sector to share learning around audience development; third year of three-year commitmentWebsite:http://www.necessaryangel.com

Description:to create a dynamic and sustainable multi-tiered model for play creation, developing a literary department at the company, building national opportunities for co-commissions, and leading to the creation of an annual festival of new work, that will be transformative for the organization; third year of three-year commitmentWebsite:http://www.nightwoodtheatre.net

Description:to develop a new paradigm for the creation of work that will allow Obsidian to support the work many artists, bringing more work than they could produce to a higher level that will hopefully increase opportunities for production of work by Black artists throughout the theatrical ecosystem; first year of three-year commitmentWebsite:http://www.obsidiantheatre.com

in partnership with the newly created Hospitality Workers Training Centre, to demonstrate the value of industry-led training and career pathways to employers, and to build infrastructure capacity to provide training and recruitment support to new entrants in the hospitality sector; first year of two-year commitment

in partnership with Community Food Centres Canada, to build on and significantly expand the existing Grow for The Stop program, increasing the overall amount of local, organic food sold while, at the same time, bridging any market divide between farmers and low-income communities

to bring a new consortium of employment and training partners together with the Supply Chain sector to develop a “best practice” model for workforce development that can address issues of both employers and disadvantaged job seekers alike

in partnership with MASS LBP, to complete WageMark, a voluntary “mark” program that employers can use to measure and promote the equity of their compensation packages and to tout their commitment to reducing income disparities within the workforce, and to launch the concept locally and in other jurisdictions

in partnership with Food Forward Advocacy Alliance, to create a network of community-based catering groups to improve the economic position of its members through shared access to business development, employment opportunities, and entrepreneurship supports

to support a multi-year pilot with East Scarborough Storefront aimed at improving the economic opportunities available to low-income people in the neighbourhood of Kingston-Galloway Orton Park by working collaboratively with local and regional partners in order to spot places where the neighbourhood’s economic ecology can be improved. This initiative aims to develop an evolving series of strategic actions that build on pre-existing local work, take advantage of emerging opportunities, and link motivated people to key resources at the neighbourhood and city levels; second year of three-year commitment

Description:to support low-income workers engaging in leadership development and public education around the minimum wage by enhancing the participation and capacity of these workers to address the employment conditions they face and contributing to public discussions and policy development related to “fair wages”Website:http://www.acorncanada.org

Description:to give micro-entrepreneurs a pathway to understanding the legal requirements of operating a small business, and to provide a set of tools to assist low-resource individuals as they formalize previously informal businessesWebsite:http://www.connectlegal.ca

Description:to mobilize and engage Metrolinx to develop and entrench a Community Benefits Agreement (CBA) in contracts associated with the building and maintenance of Light Rail Transit lines in Toronto to ensure that public funds spent to improve transit in Toronto will also maximize career opportunities for low-income workers; first year of two-year commitmentWebsite:http://www.labourcommunityservices.ca

Description:to bring together a diverse cross-section of Aboriginal groups and individuals with academic, government, and industry supporters to assess whether an Aboriginal business area is feasible in Toronto Ward 27 and to identify the steps associated with moving such an idea forward Website:http://www.nwrct.ca

Description:to provide core operating support for efforts related to advancing decent work conditions for people including research and policy development; public education and outreach; capacity building for grassroots organizations; leadership development for workers’ in precarious jobs; and network development between groups seeking to advance low-wage, precarious workers’ rights; first year of three-year commitmentWebsite:http://www.oeerc.org

Description:to explore how public policy choices that have been made related to such things as income security, employment insurance, immigration, and employment standards help create the conditions for a low-wage underground economy, the incentives for low-income people to engage in the informal economy, and the disincentives associated with working in the formal economyWebsite:http://www.stchrishouse.org

Description:to create a vibrant local market that uses business and community economic development to provide opportunities for self-employment and local job generation by supporting the development of a new commercial tenancy model and to build a policy case for change to the commercial tax structure at the provincial level in order to create incentives for landlordsWebsite:http://www.woodgreen.org

Description:to support a multi-year pilot aimed at improving the economic opportunities available to low-income people in the neighbourhood of Thorncliffe Park by working collaboratively with local and regional partners in order to spot places where the neighbourhood’s economic ecology can be improved. This initiative aims to develop an evolving series of strategic actions that build on pre-existing local work, take advantage of emerging opportunities, and link motivated people to key resources at the neighbourhood and city levels; second year of three-year commitmentWebsite:http://www.thorncliffe.org/

in partnership with the Canadian Environmental Law Association, to conduct a comprehensive inventory of the components that should be included in a new Local Food Act, both to support further consultation and discussion efforts from the perspective of a healthy local sustainable food system in Ontario and to be in a position to identify gaps and suggest amendments when the draft Bill is released

for core support to ensure that Not Far From The Tree can optimize its current model, develop a strategy to expand this model across all Toronto neighbourhoods, and sustain the positive impacts for years to come; first year of two-year commitment

in partnership with Fresh City Farms, to build the market share for local sustainable food produced on urban or near urban lands by demonstrating the potential for direct home delivery of locally-produced foods and food products to homes in the Greater Toronto Area

in partnership with Toronto Environmental Alliance, to engage Torontonians from diverse communities and Toronto suburbs in public discussions about land use policies that promote healthy lands, in particular land use for transportation in an urban setting; second year of two-year commitment

to support a coalition of six environmental non-governmental organizations that are part of the Aggregate Forum of Ontario to bring together environmental groups with the representatives of gravel companies that are part of the Ontario Stone, Sand and Gravel Association (OSSGA) in order to develop a voluntary certification program for aggregate operations that addresses a wide range of environmental and social issues associated with aggregate production; second year of two-year commitment

Description:to strengthen their operational and financial structure in order to ensure the long-term viability and sustainability of the organization while continuing to develop and expand their local sustainable food certification program; second year of two-year commitmentWebsite:http://www.localfoodplus.ca

Description:to continue their community-based plans for linking protected natural areas, farmlands, and green spaces; to implement a communications strategy aimed at a range of audiences; to create a best practices guide and accompanying presentation for municipal planners; and to build collaboration between farm and conservation organizations on a new incentive for habitat restoration on private lands called Safe Harbour Stewardship agreements; second year of two-year commitmentWebsite:http://www.ontarionature.org

Description:to develop new farmland protection, transfer and succession options for farmers, aiming towards an equitable retirement from farming, affordability of land or appropriate tenure for new farmers, and the long-term protection of southern Ontario’s valuable farmland resourcesWebsite:http://www.farmstart.ca

to improve workforce development in the Toronto region through research and the development of a local labour market pilot project combining education, training, employment services, and economic development to meet employers’ skills needs, to support job placement and career advancement, and to enhance productivity growth and competitiveness

to advance a new approach to income security for working-age adults in Ontario by undertaking further study of the working poor in the Toronto region and linking this research with efforts underway in other parts of Canada, and by working with the Canadian Council on Disabilities to explore the labour market implications of the extraordinary growth of social assistance as the principal support for persons with disabilities

to support the development of the Modular Marketplace model, a vision of a vibrant outdoor market that uses business and community economic development to provide opportunities for self-employment/job generation and the animation of streetscapes, in order to explore the necessary ingredients for the success of this type of a model so it can be replicated in other parts of the city

in partnership with MASS LBP, to develop WageMark, a voluntary “mark” program that employers can use to measure and promote the equity of their compensation packages and to tout their commitment to reducing income disparities within the workforce

to experiment with an alternative model of exchange for work and engagement in a new neighbourhood food co-op that could improve the economic livelihood of local residents and create an innovative structure for a community-owned market garden

to strengthen the Caregivers’ Action Network, a peer-led network of live-in caregivers in Toronto focused on improving working conditions for live-in caregivers through public education and policy change

to explore the feasibility of neighbourhood and settlement agencies providing small business development and entrepreneurship supports, and the kinds of models that would facilitate this, for immigrants living in Toronto’s low-income tower communities

in partnership with Working for Change, to explore two innovative responses that attempt to address the challenges related to access to employment, and career path training for individuals with mental health and addiction histories

to bring a range of community groups, policy analysts, researchers, regional and municipal councillors, and the business sector together to explore how they might work together to advance the concept of a “Living Wage”

to allow Debbie Field to travel to Brazil to learn and reflect on the lessons learned from the food movement, attending the CONSEA conference in Brazil, tour Belo Horizonte, and presenting her findings at the American Association of Geographers meeting in New York City as well as public meetings in Toronto

to allow Peggy Baker to benefit from the guidance of an experienced mentor, James Kudelka, as she transitions from principally a solo choreographer to an artistic director of a company with a small ensemble of dancers

to allow Francisco Rico-Martinez to explore various responses to precarious migration that are happening around the world and to evaluate the feasibility of implementing such responses in Canadian society; Rico-Martinez will visit migration centres and ombudsmen in Europe, the United States, Central America, and New Zealand

to develop various outreach activities particularly targeting the diverse francophone communities within Toronto, including activities to research and to create relationships within these communities, opportunities to develop partnerships with and events for representative groups, and new forms of marketing outreach; first year of three-year commitment

to enable Andrew Macdonald to enhance capacity in the area of performance measurement for effective management of nonprofits by attending a course at Harvard Business School and applying the learning within his organization and broader networks

to allow Sarah Winterton to connect with non-traditional allies outside of the Toronto-based environmental movement in order to reinvigorate her thinking about how to make change happen and to develop new strategies for building environmental campaigns and programs

to engage in a program of research and development into new media and new technologies and the manner in which these tools can be used to develop the visual elements of dance performance; third year of three-year commitment

to support a variety of strategies that will enable the company to revise its marketing materials, leverage new opportunities for international touring, and increase their local presence within the Toronto theatre scene; second year of three-year commitment

to create a position that will manage the Theatre Centre’s development of and relocation to their new facility in the Carnegie Library, undertaking such responsibilities as managing design development with the architects, overseeing revenue generation, and coordinating contracts and cash flow; third year of three-year commitment

to work through variety of interactive media, including electronic newsletters, blogs, online video diaries and interviews, and interactive web discussions and talk-back sessions in order to build new relationships with their audience that extend beyond the traditional seller-buyer paradigm; second year of three-year commitment

to allow the company to address three areas of focus in marketing and audience development: developing their general audience base, growing relationships with the education community, and researching and implementing electronic/digital media approaches to audience engagement; third year of three-year commitment

to respond to the phenomenal growth in company’s artistic activity by creating the position of Artistic Associate, providing the ability for them to continue to be the largest disseminator of Canadian music internationally by developing additional opportunities for touring work, curating Canadian programs, and web-based broadcasting; first year of three-year commitment

to develop a creative unit called “Found in Translation!” that will assist writers who wish to develop their craft related to translation of existing plays, benefiting both artists in the field and resulting in a source of new English translations of important international theatre pieces; third year of three-year commitment

to create a dynamic and sustainable multi-tiered model for play creation, developing a literary department at the company, building national opportunities for co-commissions, and leading to the creation of an annual festival of new work, that will be transformative for the organization; second year of three-year commitment

to create a new part-time position in outreach and marketing which will lead a variety of initiatives related to connecting with audiences through new technologies, developing more interactive educational programs, and creating opportunities for the sector to share learning around audience development; second year of three-year commitment

to formalize the company’s Youth Wing, providing opportunities to recruit youth participants from across Toronto, to research festivals and funding opportunities appropriate to their youth work, and to share these resources appropriately with other Toronto companies looking to work with youth; first year of three-year commitment

to create the position of Asian-Canadian Community Developer in order to increase the company’s Asian-Canadian audience demographic, to create community partnerships with Asian-Canadian organizations, and to secure Asian-Canadian financial support; third year of three-year commitment

to address infrastructure and succession by creating a new administrative position, Program Manager, who, over the course of three years, would be mentored by the Program Director/Curator and gradually assume full administrative responsibility for the organization; first year of three-year commitment

to create a variety of new programs, including audience education programs, presentations in non-traditional venues, live streaming performances, and digital video creations that will enable the company to break down barriers between education, performance, community engagement, and creation in order to deepen the reach of their art form; second year of three-year commitment

to grow the company’s artistic reputation over a three-year period by concentrating on both creative development, including production values and increased development time, and communicating the company’s value, through building a stronger network of co-producers and increasing their relationships with audiences and funders; third year of three-year commitment

to explore the changing shape of the labour market in recent years, and to work with a range of constituencies in order to identify promising strategies to enhance outcomes for those working-age adults at the low end of the income spectrum

in support of the work of Dr. Peter Victor at York University, in partnership with Dr. Tim Jackson, to explore the potentially positive environmental and social implications of economic models of low economic growth/no economic growth at the urban, suburban, and regional levels

to support a multi-year pilot with East Scarborough Storefront aimed at improving the economic opportunities available to low-income people in the neighbourhood of Kingston-Galloway Orton Park by working collaboratively with local and regional partners in order to spot places where the neighbourhood’s economic ecology can be improved. This initiative aims to develop an evolving series of strategic actions that build on pre-existing local work, take advantage of emerging opportunities, and link motivated people to key resources at the neighbourhood and city levels; first year of three-year commitment

to provide an assessment of and recommendations for alternative land use practices that support a strong regional food system in southern Ontario by identifying promising practices in other jurisdictions, conducting in-depth interviews with farmers and other innovators across southern Ontario, and documenting successful existing practices for land access and sustainable agricultural development for new and longer-term farmers

in partnership with Dr. Peter Victor, to explore the potentially positive environmental and social implications of economic models of low economic growth/no economic growth at the urban, suburban, and regional levels

to undertake research on the strategic analysis of the laws, programs, and policies that structure and constrain the rights of migrant workers in Toronto, in order to map the complex legal landscape that regulates migrant workers and to develop a framework for sustainable reform by identifying practical short-term and medium-term opportunities for system changes

to support a multi-year pilot aimed at improving the economic opportunities available to low-income people in the neighbourhood of Thorncliffe Park by working collaboratively with local and regional partners in order to spot places where the neighbourhood’s economic ecology can be improved. This initiative aims to develop an evolving series of strategic actions that build on pre-existing local work, take advantage of emerging opportunities, and link motivated people to key resources at the neighbourhood and city levels; first year of three-year commitment

to educate city residents about the potential uses of the vast store of downtown backyard land, to create a community seed exchange, to enhance existing free gardening workshops, and to initiate a neighbourhood visioning process around the development of urban lands for local food production

to continue their community-based plans for linking protected natural areas, farmlands, and green spaces; to implement a communications strategy aimed at a range of audiences; to create a best practices guide and accompanying presentation for municipal planners; and to build collaboration between farm and conservation organizations on a new incentive for habitat restoration on private lands called Safe Harbour Stewardship agreements; first year of two-year commitment

to allow Toronto Park People to engage a part-time community animator to facilitate the development of parks groups in marginalized communities by building partnerships with city staff, community groups, and agencies

in support of Sustain Ontario, to expand and deepen their work of promoting a local food agenda and building partnerships within and outside the local sustainable food system by connecting food and farming organizations through mechanisms such as events, conferences, and working groups; contributing to policy development; and engaging the public through a variety of means

to design and implement a Black Creek Sustainable Neighbourhood Retrofit Action Plan. Partnering with local community organizations, including Jane/Finch Community and Family Centre and Live Green Toronto, environmental planning will be integrated with social, economic, and cultural issues in the area; second year of two-year commitment

in partnership with Toronto Environmental Alliance, to engage Torontonians from diverse communities and Toronto suburbs in public discussions about land use policies that promote healthy lands, in particular land use for transportation in an urban setting; first year of two-year commitment

to support a coalition of six environmental non-governmental organizations that are part of the Aggregate Forum of Ontario to bring together environmental groups with the representatives of gravel companies that are part of the Ontario Stone, Sand and Gravel Association (OSSGA) in order to develop a voluntary certification program for aggregate operations that addresses a wide range of environmental and social issues associated with aggregate production; first year of two-year commitment

to develop an electronic library in order to build the skills and knowledge of local land trusts and to identify and close information gaps with case studies, best practices, and coverage of issues like conservation easements and tax laws; second year of two-year commitment

to advance farmland protection and food system development policy in Ontario by putting forward policy recommendations to provincial and municipal government that support sustainable food system planning and protection of agricultural land resources, and to monitor farmland loss across the province, promote agricultural easements, and advance tax reform in order to encourage farmland preservation; second year of two-year commitment

to strengthen their operational and financial structure in order to ensure the long-term viability and sustainability of the organization while continuing to develop and expand their local sustainable food certification program; first year of two-year commitment

to draw attention to the proliferation of hard surfaces throughout southern Ontario and the resultant negative impact on natural ecosystems as part of ongoing efforts to work with local governments in order to reduce the amount of paved surface across southern Ontario

in partnership with the United Steelworkers, this new alliance called Blue Green Canada aims to advance opportunities and policies that will support a transition to a more environmentally sustainable economy at the community level and create good jobs

to support a collaborative initiative with STORM Coalition, with an ambitious agenda to influence the review of the Oak Ridges Moraine Conservation Act and Plan in 2015 by building an education and awareness campaign, continuing to gather data on the moraine through citizen monitoring, and producing a third Status Report to track municipal implementation on the Oak Ridges Moraine; second year of two-year commitment

in support of FarmStart, to assist with strategic leadership and organizational capacity building, to expand and share programming, and to continue to engage in critical and strategic systems change including influencing the next five-year Agricultural Policy Framework; second year of two-year commitment

to research the best tools, policies, and creative solutions in order to encourage sustainable land use and community planning in Ontario, particularly in the Greater Toronto Area and the Golden Horseshoe area; this work is part of a larger project with Pembina and CELA, among others, to research, document, and propose promising location-efficient policy levers

to gain a better understanding of how the Chinese community currently approaches environmental issues, and to encourage that segment of the population to become more involved by designing a leadership program to engage individuals and families from the Chinese community in local conservation and stewardship activities

to support a multi-sector partnership’s efforts to contribute to a broad, informed policy debate around labour market issues leading up to Ontario’s 2011 provincial election; “Six Ideas to Support Good Jobs” will outline how we can pursue smart public policies to ensure that the labour market can work better for everyone and more effectively address growing income inequality in Ontario

to identify fair and effective “commuter choice” policy options to address gridlock, seeking to determine if there are any conditions under which commuters would be open to road fees to help implement an integrated regional transit strategy

to support a research project to document and describe existing services for immigrants who are self-employed and entrepreneurs, exploring whether self-employment and entrepreneurship is a viable option for lifting new Canadians out of poverty in the Greater Toronto Area

to support their work with the ODSP Action Coalition in order to mobilize and engage their members in a discussion around key disability policy issues, and to work collectively on the development of a broader vision of what a disability support program should look like in advance of public consultations for the Social Assistance Review

to facilitate the opening of the company’s Creation Lab, allowing them to hire a coordinator who will accelerate the project’s sustainability through increased earned revenues, build systems and policies for use and rental of the space, and address issues of communications regarding their services for the independent theatre community

to support Voices from the Street, a project that supports individuals who have had direct experience with homelessness, poverty, and mental health to become educators and leaders in addressing issues facing low-income people. This grant will allow them to enhance their effectiveness working with key organizations and policy-makers; to experiment with the concept of "peer employment" that may result in meaningful jobs for people traditionally in low-wage, precarious jobs; and to develop a business plan to assist Voices to build financial sustainability; second year of two-year commitment

to build regional supports and capacity for people affected by poor working conditions and inadequate enforcement of labour laws by using a range of strategies to raise awareness of precarious work, providing practical community-building skills and supports that utilize the strengths of community leaders across Toronto, and increasing local access points for new workers to get involved; second year of two-year commitment

to support new immigrants to develop their leadership and organizing capacity in order to address the root causes of poverty in newcomer communities; they will do this, in part, by highlighting the ways in which barriers can be removed and meaningful policy changes can be implemented to increase access to fair and meaningful employment; second year of two-year commitment

to support East Scarborough Storefront as they build an eco-food hub that will act as the foundation for a range of environmental and food-security focused initiatives and be a model of how linking economic justice, green issues, and food can contribute to community wellbeing, neighbourhood renewal, and a stronger urban fabric; second year of a five-year commitment

to present an exciting slate of events designed to break down the walls between the theatre and its surrounding neighbourhood in a city-building initiative grounded in the belief that institutional arts organizations need to change the type of engagements that they have with audiences - going out into the community and building relationships with people who might not attend traditional theatre performances; second year of a three-year commitment

to collaborate with people, organizations, and networks from across the city to strengthen and enhance efforts to address poverty reduction with a specific focus on how local government can take leadership on these issues

to undertake a peer leadership initiative that supports women who have lived experience of poverty and the criminal justice system to become educators on the interconnection between these two issues in order to address policy transformation at multiple levels including through service improvements, the creation of new initiatives where there are significant service gaps, and shifts to regulatory and legislative frameworks; second year of two-year commitment

Description:to assist in bringing Richard Wilkinson, a British social epidemiologist, to Canada in order to discuss the growing income inequality and how to address that trendWebsite:http://www.wellesleyinstitute.com/

Description:to engage in a program of research and development into new media and new technologies and the manner in which these tools can be used to develop the visual elements of dance performance; second year of three-year commitmentWebsite:http://www.zataomm.org/

Description:to explore the changing shape of the labour market in recent years, and to work with a range of constituencies in order to identify promising strategies to enhance outcomes for those working-age adults at the low end of the income spectrum

to train low-income, homeless, and under-housed transgendered people as Community Advocates in order to lead a comprehensive policy development and change management initiative to address systemic barriers to supports for the community

to support Sustain Ontario as they undertake "Good Food Ideas to Feed a Hungry City," an initiative aimed at engaging the broader public in a discussion about sustainable, socially just food systems incorporating social media strategies and locally based events

in partnership with Greenlands Centre Wellington, to secure a system of “Greenlands” in the Township of Centre Wellington based on research, mapping, and a broadly based citizen engagement process; second year of two-year commitment

to develop a detailed action plan for the newly created Toronto Working Group, consisting of residents, organizations, and networks from across the City, ion order to enable them to mobilize resources at a city-wide level to help move people and places out of poverty

to invest in a half-time administrative position as the beginning of a plan to develop a strong infrastructure for the organization, working towards goals of diversified revenue and increased opportunities for outreach and regional performances; third year of three-year commitment

Description:to support the 2010 Toronto Community Development Institute Spring Conference, an effort of community agency staff, academics, and activists committed to strengthening community development practice as a city-building strategyWebsite:http://www.socialplanningtoronto.org/

Description:to advance a new vision and approach to income security for working age adults, and more broadly, to the development of a robust poverty reduction strategy for OntarioWebsite:http://www.openpolicyontario.com/

Description:to allow the company to address three areas of focus in marketing and audience development: developing their general audience base, growing relationships with the education community, and researching and implementing electronic/digital media approaches to audience engagement; second year of three-year commitmentWebsite:http://www.studio180.ca/

Description:in support of Not Far From the Tree, to research and develop a new business operating plan that focuses on organizational restructuring, programming, geographic expansion, and best practices that will help them transition from operating as a project to existing independentlyWebsite:http://www.catalystcentre.ca/

Description:to work with through a variety of interactive media, including electronic newsletters, blogs, online video diaries and interviews, and interactive web discussions and talk-back sessions in order to build new relationships with their audience that extend beyond the traditional seller-buyer paradigm; first year of three-year commitmentWebsite:http://www.companytheatre.ca/

Description:to design and implement a Black Creek Sustainable Neighbourhood Retrofit Action Plan, partnering with local community organizations, including Jane/Finch Community and Family Centre and Live Green Toronto, in order to integrate environmental planning with social, economic, and cultural issues in the area; it will result in the implementation of demonstration projects and programming focused on retrofits for stormwater management, enhancement of natural areas, and energy and water conservation; first year of two-year commitmentWebsite:http://www.trca.on.ca/foundation

Description:to create a position that will manage the Theatre Centre’s development of and relocation to their new facility in the Carnegie Library, undertaking such responsibilities as managing design development with the architects, overseeing revenue generation, and coordinating contracts and cash flow; second year of three-year commitmentWebsite:http://www.theatrecentre.org/

Description:to present an exciting slate of events designed to break down the walls between the theatre and its surrounding neighbourhood in a city-building initiative grounded in the belief that institutional arts organizations need to change the type of engagements that they have with audiences - going out into the community and building relationships with people who might not attend traditional theatre performances; first year of a three-year commitmentWebsite:http://www.passemuraille.on.ca/

Description:to create “Scratch Nights,” a play development program that serves the needs of collaboratively based new work; allows Theatre Passe Muraille to mentor younger, emerging companies; and helps to re-focus the organization on its original creative mandate while addressing needs of audience development; third year of three-year commitmentWebsite:http://www.passemuraille.on.ca/

Description:to support a variety of strategies that will enable the company to revise its marketing materials, to leverage new opportunities for international touring, and to increase their local presence within the Toronto theatre scene; first year of three-year commitmentWebsite:http://www.theatrefront.com/

Description:to explore the area of nonprofit leader renewal and how investing in the professional vitality of leaders supports the strengthening of organizations and the sector as a wholeWebsite:http://www.patriciathompson.ca/

Description:to support East Scarborough Storefront to document the community engagement model they have undertaken in order to improve the quality of life and opportunity for low-income people in the neighbourhood of Kingston-Galloway and Orton Park; this story will be of great value to other groups interested in understanding the processes that have underpinned their neighbourhood renewal effortsWebsite:http://tidescanada.org/

Description:to support East Scarborough Storefront as they build an eco-food hub that will act as the foundation for a range of environmental and food-security focused initiatives and be a model of how liking economic justice, green issues, and food can contribute to community wellbeing, neighbourhood renewal, and a stronger urban fabric; first year of a five-year commitmentWebsite:http://tidescanada.org/

Description:in support of Sustain Ontario as they continue to develop the capacity of their Ontario-wide alliance of food and farm organizations to address the many challenges of building a food system that is ecological, equitable and financially viable; specific focus will be given to strengthening and growing their network, effecting policy change, enhancing strategic food system analysis, co-ordinating farm and food working groups, and expanding the capacity of members to engage in policy makingWebsite:http://tidescanada.org/

Description:in support of Tyee Solutions Society, to research farming and land-use issues in southern Ontario and BC’s Lower Mainland/Fraser Valley, resulting in a series of feature articles and a compilation piece sent to decision-makers; the focus will be an in-depth, solutions-oriented public interest piece of journalism intended to elevate the public conversation necessary to affect changeWebsite:http://tidescanada.org/

Description:to expand the role of current administrative staff in order to take on additional responsibilities for tour marketing and management – while providing additional training for these roles – allowing the company to capitalize on current touring opportunities in order to find a new level of financial stability and artistic capability; third year of three-year commitmentWebsite:http://www.princessproductions.ca/

Description:to work in collaboration with eyeGO to investigate the potential for additional marketing of youth ticket discount programs through the exploration of internet capabilities and the creation of a Youth Ambasssador position; third year of three-year commitmentWebsite:http://www.tapa.ca/

Description:to assist with development and preliminary implementation of a community food security strategy that will enable TCRC and their community partners to determine how best to create and sustain an integrated food system strategy for Regent Park that fosters equitable food access, health, environmental sustainability, and economic and community developmentWebsite:http://www.tcrc.ca/

Description:to allow the company to engage in a variety of programs, comprising formal class work, mentorships, self-directed learning, and peer networking, that will strengthen artistic, production, and administrative staff both in their work for the company and in their individual development; third year of three-year commitmentWebsite:http://www.tdt.org/

Description:to enable two Masters of Public Policy interns to work on the planning and development of the Toronto City Summit Alliance’s regional summit scheduled for February 2011Website:http://www.civicaction.ca/

to create DanceIntense Toronto, an unprecedented and innovative project designed to introduce, develop, and sustain a unique choreo-residency that will benefit emerging and mid-career professionals in South Asian dance; third year of three-year commitment

to support Voices from the Street, a project that trains individuals who have had the lived experience of homelessness to become educators and leaders in addressing issues related to poverty. This grant will allow them to enhance their effectiveness working with key organizations and policy-makers; to experiment with the concept of “peer employment“ that may result in meaningful jobs for people traditionally in low-wage, precarious jobs; and to develop a business plan to assist Voices to build financial sustainability; first year of two-year commitment

to develop an electronic library in order to build the skills and knowledge of local land trusts and to identify and close information gaps with case studies, best practices, and coverage of issues like conservation easements and tax laws; first year of two-year commitment

to undertake a peer leadership initiative that supports women who have lived experience of poverty and the criminal justice system to become educators on the interconnection between these two issues in order to address policy transformation at multiple levels including through service improvements, the creation of new initiatives where there are significant service gaps, and shifts to regulatory and legislative frameworks; first year of two-year commitment

Description:in partnership with South Asian Women's Rights Organization, to support women living in the Teesdale, Crescent Town, and adjacent communities to organize in order to address the issue of access to the affordable and adequate child care supports necessary to help women find a pathway out of povertyWebsite:http://www.costi.org/

Description:in partnership with Voices from the Street, to work with a team of social assistance recipients to develop a blueprint for how Ontario Works and the Ontario Disability Support Program need to change to decrease barriers and increase opportunities for people to transition out of povertyWebsite:http://www.dailybread.ca/

Description:to pilot the Alternative Land Use Services (ALUS) project, which will provide incentive payments to farmers and ranchers in exchange for ecological goods and services; third year of three-year commitmentWebsite:http://www.deltawaterfowl.org/

Description:to engage Torontonians in a conversation called "Deeper Dialogues," a new series of art + ideas events that explore how to strengthen Toronto; these public events will explore the wide range of ways in which social justice, sustainability, and culture can be intertwined to create a more liveable cityWebsite:http://diasporadialogues.com/

Description:to support Karen Letofsky to access the latest resources, knowledge, and thought-leaders in the field of crisis intervention by joining and participating in one national and one international networkWebsite:http://www.torontodistresscentre.com/

Description:to build the strength of the organization by hiring a permanent Executive Director and to increase their work with organizational partners, like FarmStart and Sustain Ontario, in order to help with programming, training, and policy work. They will also work to strengthen their farmer education and member services coordination, including expansion of their regional program delivery across southern OntarioWebsite:http://www.www.efao.ca/

Description:in work with FarmStart in order to support strategic leadership and organizational capacity building, to expand and share programming, and to continue to engage in critical and strategic systems change including influencing the next five-year Agricultural Policy Framework; first year of two-year commitmentWebsite:http://www.www.efao.ca/

Description:to support a collaborative initiative with STORM Coalition, with an ambitious agenda to influence the review of the Oak Ridges Moraine Conservation Act and Plan in 2015 by building a moraine movement through ecological and policy monitoring; first year of two-year commitmentWebsite:http://www.ecospark.ca/

Description:to support Campaign 2000’s efforts to undertake public education and community engagement in order to advance the adoption of an Ontario Housing Benefit to address the high shelter-to-income burden, to engage lone parents regarding social assistance in order to identify ways to remove barriers that limit their ability to pathway out of poverty, and to put forward their recommendations as part of the Social Assistance reviewWebsite:http://www.familyservicetoronto.org/

Description:to create the position of Asian-Canadian Community Developer in order to increase the company’s Asian-Canadian audience demographic, to create community partnerships with Asian-Canadian organizations, and to secure Asian-Canadian financial support; second year of three-year commitmentWebsite:http://www.fu-gen.org/

Description:to strengthen their operational and financial structure in order to ensure the long-term viability and sustainability of the organization while continuing to develop and expand their local sustainable food certification programWebsite:http://www.localfoodplus.ca/

Description:to support new immigrants to develop their leadership and organizing capacity in order to address the root causes of poverty in newcomer communities; they will do this, in part, by highlighting the ways in which barriers can be removed and meaningful policy changes can be implemented to increase access to fair and meaningful employment; first year of two-year commitmentWebsite:http://www.mnlct.org/

Description:to create a new part-time position in outreach and marketing which will lead a variety of initiatives related to connecting with audiences through new technologies, developing more interactive educational programs, and creating opportunities for the sector to share learning around audience development; first year of three-year commitment.Website:http://www.necessaryangel.com/

Description:to create a dynamic and sustainable multi-tiered model for play creation, developing a literary department at the company, building national opportunities for co-commissions, and leading to the creation of an annual festival of new work, that will be transformative for the organization; first year of three-year commitmentWebsite:http://www.nightwoodtheatre.net/

Description:to undertake a feasibility study for a Food and Distribution Hub to be created in a revitalized Lawrence Heights; the Hub is envisioned to act as a catalyst to help address food and income insecurity issues in the communityWebsite:http://www.northyorkharvest.com/

Description:to build regional supports and capacity for people affected by poor working conditions and inadequate enforcement of labour laws by using a range of strategies to raise awareness of precarious work, providing practical community building skills and supports that utilize the strengths of community leaders across Toronto, and increasing local access points for new workers to get involved; first year of two-year commitmentWebsite:http://www.oeerc.org/

Description:in partnership with the Caregiver Action Centre, to develop a peer-led network to provide individual workers under the "Live-in Caregiver Program (LCP)/Temporary Foreign Worker Program" with accurate information on laws and regulations governing their employment situation and how to enforce them, and to increase public awareness and advocate for changes to improve working conditions for live-in caregivers and other foreign temporary workersWebsite:http://www.oeerc.org/

Description:to advance farmland protection and food system development policy in Ontario by putting forward policy recommendations to provincial and municipal government that support sustainable food system planning and protection of agricultural land resources, and to monitor farmland loss across the province, promote agricultural easements, and advance tax reform to encourage farmland preservation; first year of two-year commitmentWebsite:http://www.ontariofarmlandtrust.ca/

Description:to work in partnership with Sustainable Brant on the “Places to Grow: Promoting Healthy Communities and Protecting Local Farmland” project which addresses key development pressures facing stakeholders in Brant County; third year of three-year commitmentWebsite:http://www.ontariofarmlandtrust.ca/

Description:to continue their community-based plans for linking protected natural areas, farmlands, and green spaces; to build the strength of the Alternative Land Use Services (ALUS) alliance; and to engage in the review of the Provincial Policy Statement; second year of two-year commitmentWebsite:http://www.ontarionature.org/

Description:to re-invigorate PACT’s professional development program through the implementation of “Real Time, Real Place,” a series of subject-specific workshops offered to groups of PACT members in cities across Canada; third year of three-year commitmentWebsite:http://www.pact.ca/

Description:to develop a creative unit called “Found in Translation!” that will assist writers who wish to develop their craft related to translation of existing plays, both benefiting artists in the field and resulting in a source of new English translations of important international theatre pieces; second year of three-year commitmentWebsite:http://www.pleiadestheatre.org/

Description:to develop a successful model of community development that creates inclusion and social cohesion in a mixed-income community; second year of two-year commitmentWebsite:http://www.ralphthornton.org/

to produce “In Every Community, A Place for Food? The Community Food Centre Model," which will examine pragmatic ways that The Stop’s model can be replicated elsewhere in Ontario; it will provide a working framework to community-based organizations, will develop a strategic approach towards articulating the Community Food Centre (CFC) model to policy makers, will show what communities may face should they choose to implement this model and what community organizations will need from government and the private sector in order for the CFC model to flourish in their community

in partnership with Davenport-Perth Neighbourhood Centre, to expand and enhance community-led efforts to address poverty and hunger. These include expanding the work of the Income Security Advocacy Council and launching a new public education and engagement effort through the Green Barns Support Club in order to bring a new constituency of people together to address poverty; second year of two-year commitment

to conduct a feasibility study, encompassing business models, architectural studies, and fundraising feasibility, for a major capital campaign that would propose suggestions for the resolution of the governance model at the St. Lawrence Centre and prepare for extensive renovations at both the St. Lawrence Centre and the Berkeley Street Theatre

in support of Sustain Ontario, for the creation of “Menu 2020 – Ten Good Food Ideas for Ontario," which represents a small, first step toward galvanizing interest in a food and farming strategy for Ontario, and toward spurring discussion and generating ideas about how to move forward

Description:to increase the capacity of residents of Weston-Mount Dennis to break the cycle of poverty in their community. They will work with community residents to implement a series of strategies that address issues of inadequate income and benefit supports, lack of childcare subsidies, limited opportunities for employment and training supports, and insufficient supports for the young peopleWebsite:http://www.lefca.org/

Description:to heighten the celebration of the art of storytelling throughout the year and to raise the profile of the organization through the creation of additional storytelling events in conjunction with their upcoming move into the Green Arts Barns community; third year of three-year commitmentWebsite:http://www.storytellingtoronto.org/

Description:to create a position that will manage the Theatre Centre’s development of and relocation to their new facility in the Carnegie Library, undertaking such responsibilities as managing design development with the architects, overseeing revenue generation, and coordinating contracts and cash flow; first year of three-year commitmentWebsite:http://www.theatrecentre.org/

Description:to create “Scratch Nights,” a play development program that serves the needs of collaboratively based new work; allows Theatre Passe Muraille to mentor younger, emerging companies; and helps to re-focus the organization on its original creative mandate while addressing needs of audience development; second year of three-year commitmentWebsite:http://www.passemuraille.on.ca/

Description:to explore the area of nonprofit leader renewal and how investing in the professional vitality of leaders supports the strengthening of organizations and the sector as a wholeWebsite:http://www.patriciathompson.ca/

Description:in support of Local Food Plus, for the continued development of a local food eco-label for southern Ontario as a comprehensive strategy for food system reform that will support farmers and offer consumers a way to support local sustainable agricultureWebsite:http://tidescanada.org/

Description:in support of Sustain Ontario as they continue to develop the capacity of their Ontario-wide alliance of food and farm organizations to address the many challenges of building a food system that is ecological, equitable and financially viable; specific projects will include improving the infrastructure for local food, supporting a provincial urban agriculture network, and assisting in a provincial campaign related to student nutrition, local food, and food literacyWebsite:http://tidescanada.org/

Description:to expand the role of current administrative staff in order to take on additional responsibilities for tour marketing and management – while providing additional training for these roles – allowing the company to capitalize on current touring opportunities in order to find a new level of financial stability and artistic capability; second year of three-year commitmentWebsite:http://www.princessproductions.ca/

Description:to work in collaboration with eyeGO to investigate the potential for additional marketing of youth ticket discount programs through the exploration of internet capabilities and the creation of a Youth Ambasssador position; second year of three-year commitmentWebsite:http://www.tapa.ca/

Description:to allow the company to engage in a variety of programs, comprising formal class work, mentorships, self-directed learning, and peer networking, that will strengthen artistic, production, and administrative staff both in their work for the company and in their individual development; second year of three-year commitmentWebsite:http://www.tdt.org/

Description:to solidify and expand their position as an internationally active experimental company through: networking and partnering, to make and maintain international connections; training, to bring international knowledge and teachers to Canada; and touring exchange, to create collaborative work on an international scale; third year of three-year commitmentWebsite:http://www.volcano.ca/

Description:to engage residents in developing a comprehensive food strategy for southeast Scarborough with the end goal of reducing the cost of food and increasing buying power. Resident leaders will develop skills to bring knowledge and information about poverty reduction initiatives to other people living in poverty across the cityWebsite:http://www.westhill-cs.on.ca/

Description:to allow Program Director John Elliott to examine reflective leadership practice and the inter-relationship between leadership and organizational design with particular focus on chaos theory and complexity science; as part of his fellowship, Elliott will engage with the Greenleaf Centre for Servant Leadership as well as with nonprofit leaders based in northern IrelandWebsite:http://www.westhill-cs.on.ca/

Description:to engage in a program of research and development into new media and new technologies and the manner in which these tools can be used to develop the visual elements of dance performance; first year of three-year commitmentWebsite:http://www.zataomm.org/

Description:to grow the company’s artistic reputation over a three-year period by concentrating on both creative development, including production values and increased development time, and communicating the company’s value, through building a stronger network of co-producers and increasing their relationships with audiences and funders; second year of three-year commitmentWebsite:http://www.actingupstage.com/

Description:to select, rehearse, and perfect a core repertoire of “contemporary classics” from its 36-year legacy of works and to develop a network of outside presenters to hire its ensemble to perform this repertoire in order to increase audiences, revenues, and the organization’s profile; third year of three-year commitmentWebsite:http://www.arraymusic.com/

Description:to create a variety of new programs, including audience education programs, presentations in non-traditional venues, live streaming performances, and digital video creations that will enable the company to break down barriers between education, performance, community engagement, and creation in order to deepen the reach of their art form; first year of three-year commitmentWebsite:http://www.balletjorgen.ca/

Description:to launch a new education/outreach program, consisting of the creation of a non-auditioned after-school program offered to children at a nominal cost, and the development of additional performance and workshop opportunities in the traditional school system; third year of three-year commitmentWebsite:http://www.canadianchildrensopera.com/

Description:to develop their relationships within the Regent Park Community, in which the company is located, by developing a dance program for Aboriginal youth, a school outreach project, and a series of exchanges or workshops with world-renowned artists in their studio; third year of three-year commitmentWebsite:http://www.colemanlemieux.com/

Description:to develop the organization’s performing ensemble through touring and recording using both traditional and alternative internet means of dissemination, and to adopt methods of marketing through the internet, by working with a part-time internet consultant and increasing the remuneration for artistic and administrative staff; third year of three-year commitmentWebsite:http://www.continuummusic.org/

to create the position of Business Development Manager to allow their administrative structure to parallel the extraordinary artistic growth of the company and result in a shift from operations funded on a project-to-project basis to an annually funded organization; third year of three-year commitment

to create DanceIntense Toronto, an unprecedented and innovative project designed to introduce, develop, and sustain a unique choreo-residency that will benefit emerging and mid-career professionals in South Asian dance; second year of three-year commitment

Description:to create the position of Asian-Canadian Community Developer in order to increase the company’s Asian-Canadian audience demographic, to create community partnerships with Asian-Canadian organizations, and to secure Asian-Canadian financial support; first year of three-year commitmentWebsite:http://www.fu-gen.org/

Description:to support Voices from the Street, a project that trains individuals who have had the lived experience of homelessness to become educators and leaders on issues relating to poverty. This will strengthen and extend their participation in a range of initiatives such as the 25 in 5 Network for Poverty Reduction, and enable them to develop tools and resources to help organizations, institutions, and policy-makers to facilitate the participation of low-income people in dialogue and decision making processes; second year of two-year commitmentWebsite:http://www.gersteincentre.org/

Description:to support the Dream Team, a group of psychiatric consumers/survivors, whouse public education campaigns and policy development initiatives in order to advocate for safe and affordable supportive housing and to expand the availability of affordable, supportive housing in OntarioWebsite:http://www.houselink.on.ca/

Description:to develop a roadmap that will support policy-makers, the media, think tanks, and community groups as they navigate differing poverty-related claims and measures, their strengths and weaknesses, and their relative statistical validityWebsite:http://www.informetrica.com/

Description:to record and share oral histories of the Kawarthas’ region, to inventory and analyze local assets and infrastructure, and to engage partners in new opportunities to strengthen conservation and local economiesWebsite:http://www.kawarthaheritage.org/

Description: for “Building Infrastructure Required for Scaling up Urban Agriculture in Toronto,” an assessment of the challenges and needs related to the development of urban agriculture in Toronto, focusing on developing solutions to the infrastructural challenges confronting urban food production; ultimately, the solutions developed will assist in tackling these challenges and further energize development of the urban agriculture initiative

Description:to support the Good Green Jobs for All Conference to bring together community, labour, and environmental activists in order to address key issues for the future economy of greater TorontoWebsite:http://www.labourcommunityservices.ca/

Description:to initiate a local food eco-label for southern Ontario as a comprehensive strategy for food system reform that will support farmers and offer consumers a way to support local sustainable agriculture; fourth year of four-year commitmentWebsite:http://www.localfoodplus.ca/

to address succession planning through the creation of a new administrative position that, over the course of three years, will gradually assume control of the full administrative function of the organization, allowing the current General Manager/Artistic Producer to focus on the artistic development of the company; second year of two-year commitment

Description:to create the position of Artistic Associate in order to alleviate some of the artistic planning and development responsibilities of the Artistic Director and to address ideas of succession by training another individual into the leadership of an Aboriginal arts organization; third year of three-year commitmentWebsite:http://www.nativeearth.ca/en/

Description:in partnership with the Income Security Advocacy Centre, to support the facilitation of a set of strategic conversations about the province’s anticipated Social Assistance Review. The conversations will bring together academics, policy experts, and community groups under the leadership of people with lived experience in order to explore how to shape the scope and policy directions of the province’s review to achieve fundamental transformation of the system

Description:to support a collaborative initiative to increase low-income families’ participation in RESP’s. This initiative aims to change how governments and banks engage with low-income people related to education savings while supporting families to increase financial literacy, helping families start and build education savings, improving access to eligible government program funds, and supporting education success for youthWebsite:http://theomegafoundation.ca/

Description:to strengthen the capacity of contingent workers to develop their leadership and public policy capacity in order to address issues of precarious employment; second year of two-year commitmentWebsite:http://www.oeerc.org/

Description:to undertake a major educational campaign targeting municipalities, planners, rural non-farm landowners, and the broader community in order to build support for a "Places to Grow Food Plan" for Ontario; third year of three-year commitmentWebsite:http://www.ontariofarmlandtrust.ca/

Description:to work in partnership with Sustainable Brant on the “Places to Grow: Promoting Healthy Communities and Protecting Local Farmland” project which addresses key development pressures facing stakeholders in Brant County; second year of three-year commitmentWebsite:http://www.ontariofarmlandtrust.ca/

Description:to continue their community-based plans for linking protected natural areas, farmlands, and green spaces; to build the strength of the Alternative Land Use Services (ALUS) alliance; and to engage in the review of the Provincial Policy Statement; first year of two-year commitmentWebsite:http://www.ontarionature.org/

Description:to develop and launch an integrated program providing opportunities for mentoring and knowledge-sharing among the creators of opera, including roundtable workshops and the opportunity for the presentation of full-scale orchestral work in a risk-free setting, in order to mitigate the risk of engaging in the creation of new opera; third year of three-year commitmentWebsite:http://www.opera.ca/hom.cfm

Description:to re-invigorate PACT’s professional development program through the implementation of “Real Time, Real Place,” a series of subject-specific workshops offered to groups of PACT members in cities across Canada; second year of three-year commitmentWebsite:http://www.pact.ca/

Description:to support the ongoing development of the Ambassador Project, a new neighbourhood consultation model led by low-income residents in the community; this project will support ongoing training, curriculum development, and dissemination of the model locally and nationally; second year of two-year commitmentWebsite:http://www.parc.on.ca/

Description:to allow Program Director Bob Rose to pursue the idea that the recovery of personal stories is a requisite for rebuilding lives of those most marginalized in communities, exploring this idea through a range of creative mediums including writing, music, and reconnection to his roots in Newfoundland; Rose will also undertake research in the area of organizational change and the particular role that leaders play in stewarding these processes forwardWebsite:http://www.parc.on.ca/

Description:to work with specialized artists and technicians to transform the material developed in The Choreographers Trust into readily available DVD format. This outstanding resource will illuminate, in an unprecedented way, the physical and aesthetic ideas and the creative process that drives Baker's choreography; third year of three-year commitmentWebsite:http://www.peggybakerdance.com/home.html

Description:to develop a creative unit called “Found in Translation!” that will assist writers who wish to develop their craft related to translation of existing plays, both benefiting artists in the field and resulting in a source of new English translations of important international theatre pieces; first year of three-year commitmentWebsite:http://www.pleiadestheatre.org/

Description:to develop a successful model of community development that creates inclusion and social cohesion in a mixed-income community; first year of two-year commitmentWebsite:http://www.ralphthornton.org/

Description:to engage in two projects addressing their challenges of product and profile: creating a mentoring team of Artistic Associates to work with David S. Craig in the development of new work, and having strong presence at international arts market conferences; third year of three-year commitmentWebsite:http://www.roseneath.ca/

Description:to invest in a half-time administrative position as the beginning of a plan to develop a strong infrastructure for the organization, working towards goals of diversified revenue and increased opportunities for outreach and regional performances; second year of three-year commitmentWebsite:http://www.sinfoniatoronto.com/

Description:to advance a new vision and approach to income security for working age adults, and more broadly, to the development of a robust poverty reduction strategy for OntarioWebsite:http://www.openpolicyontario.com/

Description:to allow the company to address three areas of focus in marketing and audience development: developing their general audience base, growing relationships with the education community, and researching and implementing electronic/digital media approaches to audience engagement; first year of three-year commitmentWebsite:http://www.studio180.ca/

Description:to expand the role of current administrative staff in order to take on additional responsibilities for tour marketing and management – while providing additional training for these roles – allowing the company to capitalize on current touring opportunities in order to find a new level of financial stability and artistic capability; first year of three-year commitmentWebsite:http://www.princessproductions.ca/

Description:to work in collaboration with eyeGO to investigate the potential for additional marketing of youth ticket discount programs through the exploration of internet capabilities and the creation of a Youth Ambasssador position; first year of three-year commitmentWebsite:http://www.tapa.ca/

Description:to execute a strategy to broaden and strengthen the community of TCC singers and audiences for the future by dedicating a staff person to the communications, redesigning the website, exploring the creation of an alumni choir, and enhancing the recruitment potential of educational programming; third year of three-year commitmentWebsite:http://www.canadianchildrensopera.com/

Description:to allow the company to engage in a variety of programs, comprising formal class work, mentorships, self-directed learning, and peer networking, that will strengthen artistic, production, and administrative staff both in their work for the company and in their individual development; first year of three-year commitmentWebsite:http://www.tdt.org/

Description:to conduct a four-year evaluation of the Young Conservation Professionals Program, an intensive career development program for environmental professionals in OntarioWebsite:http://www.uoguelph.ca/

Description:to solidify and expand their position as an internationally active experimental company through: networking and partnering, to make and maintain international connections; training, to bring international knowledge and teachers to Canada; and touring exchange, to create collaborative work on an international scale; second year of three-year commitmentWebsite:http://www.volcano.ca/

Description:to support the work of the Emerging Leaders Program, a joint initiative of Metcalf, United Way of Greater Toronto, and the Schulich School of Business intended to build the management skills and capitalize on the inherent leadership abilities of middle managers in the social services sector with a long-term goal of assisting the entire sector with succession planning and leadership diversification; second year of two-year commitmentWebsite:http://www.yorku.ca/foundatn/

Description:to reduce housing insecurity in Toronto by building community capacity through tenant working groups of low- and moderate-income families in order to challenge the issues of low-quality rental housing and a shortage of affordable housing; this project aims to build on proven successes from Toronto and other jurisdictions in order to change fundamentally the way affordable housing is built and maintained in TorontoWebsite:http://www.acorninstitute.ca/

Description:to grow the company’s artistic reputation over a three-year period by concentrating on both creative development, including production values and increased development time, and communicating the company’s value, through building a stronger network of co-producers and increasing their relationships with audiences and funders; first year of three-year commitmentWebsite:http://www.actingupstage.com/

Description:to select, rehearse, and perfect a core repertoire of “contemporary classics” from its 36-year legacy of works and to develop a network of outside presenters to hire its ensemble to perform this repertoire in order to increase audiences, revenues, and the organization’s profile; second year of three-year commitmentWebsite:http://www.arraymusic.com/

Description:to launch a new education/outreach program, consisting of the creation of a non-auditioned after-school program offered to children at a nominal cost, and the development of additional performance and workshop opportunities in the traditional school system; second year of three-year commitmentWebsite:http://www.canadianchildrensopera.com/

Description:to support the first Canadian Social Forum and allow them to bring together community leaders from social development, public health, environment, community safety, and recreation in order to target both urban and rural povertyWebsite:http://www.ccsd.ca/

Description:created in collaboration with the Fruit and Vegetable Processing Working Group, “Nurturing On-Farm and Farmer-Owned Fruit and Vegetable Processing" will explore solutions that encourage and nurture on-farm value-added processing activities and encourage farmer-owned and controlled cooperative initiatives in order to restore the “middle” of the food system, exploring policy and regulatory barriers, best practices, recommendations, and solutions that are suitable for the Ontario contextWebsite:http://www.cielap.org/

Description:to prepare an analysis of aggregates policy in Ontario, provide workable recommendations for improved policies, and communicate their findings to policy makers and public opinion leaders in order to inform the development of an Ontario aggregates strategy that the Ministry of Natural Resources has committed to developWebsite:http://www.cielap.org/

Description:to support a collaborative initiative between Citizens’ Environment Watch and STORM Coalition, with an ambitious agenda to influence the review of the Oak Ridges Moraine Conservation Act and Plan in 2015 by building a moraine movement through ecological and policy monitoringWebsite:http://www.ecospark.ca/

Description:to create a new part-time position of Development Associate that will become a permanent part of the organizational structure of the company in order to concentrate on revenue development, internal and external communications, and Board development; third year of three-year commitmentWebsite:http://www.clayandpapertheatre.org/

Description:to develop their relationships within the Regent Park Community, in which the company is located, by developing a dance program for Aboriginal youth, a school outreach project, and a series of exchanges or workshops with world-renowned artists in their studio; second year of three-year commitmentWebsite:http://www.colemanlemieux.com/

Description:to deepen Toronto-based work on poverty reduction by establishing speaces where organizations engaged in local organizing around poverty reduction issues can come together to share information and resources and to pursue the development of shared strategies and initiativesWebsite:http://socialplanningtoronto.org/

Description:to support the 2009 Toronto Community Development Institute Spring Conference, an effort of community agency staff, academics, and activists committed to strengthening community development practice as a city-building strategyWebsite:http://socialplanningtoronto.org/

Description:to develop the organization’s performing ensemble through touring and recording using both traditional and alternative internet means of dissemination, and to adopt methods of marketing through the internet, by working with a part-time internet consultant and increasing the remuneration for artistic and administrative staff; second year of three-year commitmentWebsite:http://www.continuummusic.org/

Description:to develop the effectiveness of their touring activities by broadening the scope of their existing agent position into the role of Director of Touring Operations; third year of three-year commitmentWebsite:http://www.corpus.ca/

Description:in partnership with South Asian Women's Rights Organization, to support women living in the Teesdale, Crescent Town, and adjacent communities to organize in order to address the issue of access to the affordable and adequate child care supports necessary to help women find a pathway out of povertyWebsite:http://www.costi.org/

Description:to develop new, more collaborative approaches for working cooperatively with local communities and the aggregate industry in order to for both conservation and aggregate extraction on the Carden Plain, and to share this approach with others across Ontario; second year of two-year commitmentWebsite:http://www.couchconservancy.ca/

Description:in partnership with Voices from the Street, to work with a team of social assistance recipients to develop a blueprint for how Ontario Works and the Ontario Disability Support Program need to change to decrease barriers and increase opportunities for people to transition out of povertyWebsite:http://www.dailybread.ca/

Description:to engage a Resident Dramaturge and Animateur in order to address two related components of their artistic vision: building a distinct voice through the quality of their art-making, and developing existing and new audiences; third year of three-year commitmentWebsite:http://www.dancemakers.org/

Description:to pilot the Alternative Land Use Services (ALUS) project, which will provide incentive payments to farmers and ranchers in exchange for ecological goods and services; second year of three-year commitmentWebsite:http://www.deltawaterfowl.org/

Description:to support an innovative partnership project with Design Exchange, archiTEXT, and East Scarborough Storefront that enables young people to take an active role in the creation of a community resource building. This project aims to create a model for participatory design, creativity, and innovation in architecture through the engagement and empowerment of the communityWebsite:http://www.dx.org/

Description:to provide strategic leadership to the Ontario Nonprofit Network and to examine the concept of a public benefit economy through peer networks and discussion forums in order to determine if this might be a useful framework to increase the effectiveness of the sectorWebsite:http://www.lynneakin.com/

Description:to conduct legal research; to build a coalition of NGOs, local citizens groups, and industry; to work collaboratively to develop a clear and consistent message; and to increase awareness in order to ensure that the Ontario Provincial Policy Statement is amended adequately during the upcoming review processWebsite:http://www.ecojustice.ca/

Description:to provide assistance to the Artistic Director, in the form of the creation of part-time positions in administrative and artistic roles, in order to enable her to focus more fully on creative and professional development; third year of three-year commitmentWebsite:http://www.flamencos.net/

Description:in support of the Farmland Entry project, which aims to devise and adapt models of farm succession by facilitating entry for farm interns onto farmland in southern Ontario, especially on land adjacent to Everdale; third year of three-year commitmentWebsite:http://www.everdale.org/

Description:to create a Facility Development Team, a group of experienced outsiders to guide the company through the three-year preparation for renovations and the launch of a capital campaign, including work with architects and building consultants finalizing plans; third year of three-year commitmentWebsite:http://www.factorytheatre.ca/

Description:written in collaboration with the George Morris Centre, “New Farmers and Alternative Markets Working within the Supply Managed System” aims to construct positive strategies on how to integrate specialty production and new farmers into supply managed markets, jump-starting the discussion on how Ontario could have a system that accommodates alternative markets and new entrants within the system and ultimately lead to sectoral change that will better support both the next generation of farmers and the consumers who are demanding food that is local and ecologically producedWebsite:http://www.farmstart.ca/

Description:to support and encourage a new generation of farmers interested in establishing locally based, ecologically sound and economically viable agricultural enterprises; second year of two-year commitmentWebsite:http://www.farmstart.ca/

to create the position of Business Development Manager to allow their administrative structure to parallel the extraordinary artistic growth of the company and result in a shift from operations funded on a project-to-project basis to an annually funded organization; second year of three-year commitment

in partnership with Davenport-Perth Neighbourhood Centre, to expand and enhance community-led efforts to address poverty and hunger. These include expanding the work of the Income Security Advocacy Council and launching a new public education and engagement effort through the Green Barns Support Club in order to bring a new constituency of people together to address poverty; first year of two-year commitment

to create DanceIntense Toronto, an unprecedented and innovative project designed to introduce, develop, and sustain a unique choreo-residency that will benefit emerging and mid-career professionals in South Asian dance; first year of three-year commitment

Description:to create the position of Artistic Associate in order to alleviate some of the artistic planning and development responsibilities of the Artistic Director and to address ideas of succession by training another individual into the leadership of an Aboriginal arts organization; second year of three-year commitmentWebsite:http://www.nativeearth.ca/en/

Description:to strengthen the company's administrative capacities as they work to realize the full potential of The Polished Hoe, hiring a part-time staff person dedicated to resource development and a specialist consultant who can mentor that individual; third year of three-year commitmentWebsite:http://www.obsidian-theatre.com/

Description:to strengthen the capacity of contingent workers to develop their leadership and public policy capacity in order to address issues of precarious employment; first year of two-year commitmentWebsite:http://www.oeerc.org/

Description:to undertake a major educational campaign targeting municipalities, planners, rural non-farm landowners, and the broader community in order to build support for a "Places to Grow Food Plan" for Ontario; second year of three-year commitmentWebsite:http://www.ontariofarmlandtrust.ca/

Description:to work in partnership with Sustainable Brant on the “Places to Grow: Promoting Healthy Communities and Protecting Local Farmland” project which addresses key development pressures facing stakeholders in Brant County; first year of three-year commitmentWebsite:http://www.ontariofarmlandtrust.ca/

Description:to support the Livable Landscapes II: Community Conservation Mapping project in Grey and Bruce Counties, which will establish community-based plans for linking protected natural areas, farmlands, and green spaces; second year of two-year commitmentWebsite:http://www.ontarionature.org/

Description:to develop and launch an integrated program providing opportunities for mentoring and knowledge-sharing among the creators of opera, including roundtable workshops and the opportunity for the presentation of full-scale orchestral work in a risk-free setting, in order to mitigate the risk of engaging in the creation of new opera; second year of three-year commitmentWebsite:http://www.opera.ca/hom.cfm

Description:to re-invigorate PACT’s professional development program through the implementation of “Real Time, Real Place,” a series of subject-specific workshops offered to groups of PACT members in cities across Canada; first year of three-year commitmentWebsite:http://www.pact.ca/

Description:to support the ongoing development of the Ambassador Project, a new neighbourhood consultation model led by low-income residents in the community; this project will support ongoing training, curriculum development, and dissemination of the model locally and nationally; first year of two-year commitmentWebsite:http://www.parc.on.ca/

Description:to develop a new approach for discussion and decision-making by boards of directors in nonprofits that limits the use of the written language as part of the board’s regular practice in order to ensure that boards are accessible to all members of their communitiesWebsite:http://parkdaleprojectread.org/

Description:to increase the effectiveness and rigour of smart growth planning policy in Ontario through a quantitative analysis that will determine where greenhouse gas emission reductions can be achieved through provincial planning policyWebsite:http://www.pembina.org/

Description:to assist with planning and development efforts of Health Providers Against Poverty; in particular, this grant will examine how to engage more health providers in public policy debate and advocacy on the social determinants of health and the role that income security and social programs play in improving the health status of low-income peopleWebsite:http://www.regentparkchc.org/

Description:to engage in two projects addressing their challenges of product and profile: creating a mentoring team of Artistic Associates to work with David S. Craig in the development of new work, and having strong presence at international arts market conferences; second year of three-year commitmentWebsite:http://www.roseneath.ca/

Description:to assist East Scarborough Storefront in the development of a model that would effectively support local emerging small businesses, hopefully leading to the creation of a local small-business incubator that would begin to help residents break the cycle of poverty

Description:to invest in a half-time administrative position as the beginning of a plan to develop a strong infrastructure for the organization, working towards goals of diversified revenue and increased opportunities for outreach and regional performances; first year of three-year commitmentWebsite:http://www.sinfoniatoronto.com/

Description:to respond to significant changes in society and technology by exploring new ways of producing and disseminating new music as an independent production company; issues of technology, creative rights, and public and private partnerships will be addressed in collaboration with other institutions such as the Centre for Interdisciplinary Research in Music Media at McGill; third year of three-year commitmentWebsite:http://www.soundstreams.ca/

Description:to explore how organizations can increase and sustain the capacity of low-income communities to contribute to the broader public discourse and advocacy aimed at increasing income security and reducing social isolation; second year of two-year commitmentWebsite:http://www.stchrishouse.org/

Description:to advance a new vision and approach to income security for working age adults, and more broadly, to the development of a robust poverty reduction strategy for OntarioWebsite:http://www.openpolicyontario.com/

Description:to create its first resident Studio Company, whose artists will form the core for all Tapestry projects, and to invest in specialized training for them in voice, acting, and creative collaboration; the Studio Company will also be used to create additional points of entry for audience engagement; third year of three-year commitmentWebsite:http://www.tapestrynewopera.com/

Description:to allow Artistic Director Patricia Fraser to engage in physical, mental, spiritual, and artistic renewal through visits to a variety of European cities, walking the Camino from southern France to northwest Spain, and visiting various international centres for education in danceWebsite:http://www.schooloftdt.org/

Description:to heighten the celebration of the art of storytelling throughout the year and to raise the profile of the organization through the creation of additional storytelling events in conjunction with their upcoming move into the Green Arts Barns community; second year of three-year commitmentWebsite:http://www.storytellingtoronto.org/

Description:to create “Scratch Nights,” a play development program that serves the needs of collaboratively based new work; allows Theatre Passe Muraille to mentor younger, emerging companies; and helps to re-focus the organization on its original creative mandate while addressing needs of audience development; first year of three-year commitmentWebsite:http://www.passemuraille.on.ca/

Description:to explore the area of nonprofit leader renewal and how investing in the professional vitality of leaders supports the strengthening of organizations and the sector as a wholeWebsite:http://www.patriciathompson.ca/

Description:in support of Sustain Ontario, a new Ontario-wide alliance of food and farm organizations that will facilitate networking, cross-pollination, and collaboration with the goal of moving the province toward a truly local, sustainable food systemWebsite:http://tidescanada.org/

Description:to support the Perth-Wellington-Waterloo Chapter to develop potential alternative distribution systems for organic and transitioning farmers in order to help rejuvenate agriculture and the rural economy in the Perth-Wellington-Waterloo area; second year of two-year commitmentWebsite:http://www.cog.ca/

Description:to build the capacity of citizen groups in Ontario to deal with mining through research, education, and the creation of opportunities for informed discussion of mining issues at local and provincial levels; second year of two-year commitmentWebsite:http://www.canaryinstitute.ca/

Description:to create a long-term community-based monitoring project across the Oak Ridges Moraine which will enable citizens to share ecological and policy monitoring data using a "common map" that will connect knowledge about the Moraine and provide a resource for community groups and decision makersWebsite:http://www.ecospark.ca/

Description:to create a new part-time position of Development Associate that will become a permanent part of the organizational structure of the company in order to concentrate on revenue development, internal and external communications, and Board development; second year of three-year commitmentWebsite:http://www.clayandpapertheatre.org/

Description:to develop their relationships within the Regent Park Community, in which the company is located, by developing a dance program for Aboriginal youth, a school outreach project, and a series of exchanges or workshops with world-renowned artists in their studio; first year of three-year commitmentWebsite:http://www.colemanlemieux.com/

Description:to support the Columbia Institute and the Guelph Civic League as they host the Communities in Action Symposium, an event for groups across southern Ontario interested in growing citizen engagement that positively impacts the environment, heritage, social justice, and the growth and economy of citiesWebsite:http://www.columbiainstitute.ca/

Description:to strengthen their ability to support people living in poverty to influence change on issues affecting their lives by integrating and expanding board, volunteer, and staff community development capacity and by facilitating the mobilization of residents to address underlying conditions of pverty through a range of strategies including education, leadership development, and organization; second year of two-year commitmentWebsite:http://www.communityarc.ca/

Description:to increase public conversation and engagement on issues of poverty reduction through strengthening outreach and communications capacity of the 25 in 5 Network for Poverty ReductionWebsite:http://socialplanningtoronto.org/

Description:in partnership with Council of Agencies Serving South Asians, to strengthen and expand the coalition of South Asian organizations working for economic justice in Toronto and to link their efforts to other networks focused on these issuesWebsite:http://www.cassaonline.com/

Description:to develop the organization’s performing ensemble through touring and recording using both traditional and alternative internet means of dissemination, and to adopt methods of marketing through the internet, by working with a part-time internet consultant and increasing the remuneration for artistic and administrative staff; first year of three-year commitmentWebsite:http://www.continuummusic.org/

Description:to develop the effectiveness of their touring activities by broadening the scope of their existing agent position into the role of Director of Touring Operations; second year of three-year commitmentWebsite:http://www.corpus.ca/

Description:in partnership with South Asian Women's Rights Organization, to support women living in the Teesdale, Crescent Town, and adjacent communities to organize in order to address the issue of access to the affordable and adequate child care supports necessary to help women find a pathway out of povertyWebsite:http://www.costi.org/

Description:to develop new, more collaborative approaches for working cooperatively with local communities and the aggregate industry in order to for both conservation and aggregate extraction on the Carden Plain, and to share this approach with others across Ontario; first year of two-year commitmentWebsite:http://www.couchconservancy.ca/

Description:to support a coalition of people from the rental housing industry, non-profit housing sector, and the community-based and foundation sectors to put together a proposal to the provincial government for a new housing benefit initiative - a rent supplement for low-income OntariansWebsite:http://www.dailybread.ca/

Description:to create a Deprivation Index (DI), a statistically valid set of indicators that could be used by the Ontario government as a component of its official measure of poverty. A DI consists of a list of items, considered necessary for an adequate standard of living, but which those who are poor are less likely to have; this index will add a new dimension to understanding povertyWebsite:http://www.dailybread.ca/

Description:to implement a three-year strategy for resource development, as part of a major organizational renewal; a fundraising mentor will work with staff to bring new knowledge and attitudes to the company with regard to income development, expanding existing avenues of support and exploring new sources of funding; third year of three-year commitmentWebsite:http://www.dcd.ca/

Description:to engage a Resident Dramaturge and Animateur in order to address two related components of their artistic vision: building a distinct voice through the quality of their art-making, and developing existing and new audiences; second year of three-year commitmentWebsite:http://www.dancemakers.org/

Description:to access specialist knowledge and support for the current outreach officer to develop effective and consistent educational programs adaptable to diverse artists and audiences; will create a template for use with local and touring artists for future projects, and design and test an evaluation model for its initiatives; third year of three-year commitmentWebsite:http://www.danceworks.ca/

Description:to preserve seminal works of Danny Grossman through film, notation, and other methods during rehearsal and performance, and to develop a teaching syllabus and fully documented materials for licensing this work to future generations of dancers and dance students; third year of three-year commitmentWebsite:http://www.dannygrossman.com/

Description:to engage a tour producer for their expanding community residency project, and to work with First Leadership Ltd. to design and undertake a three-year evaluation in order to understand the quantitative and qualitative impact of this program; third year of three-year commitmentWebsite:http://www.duskdances.ca/

Description:to provide strategic leadership to the recently created Ontario Nonprofit Network and to pursue further research on a new economic framework to underpin the nonprofit sectorWebsite:http://www.lynneakin.com/

Description:to support the Save Ontario’s Species Coalition to implement a project that will ensure the effective implementation of the Endangered Species Act in order that species at risk and their habitats can be protected and restoredWebsite:http://www.ecojustice.ca/

Description:to research anti-SLAPP (Strategic Lawsuit Against Public Participation) legislation across North America, and to explore the opportunities to have anti-SLAPP legilation introduced and passed in Ontario, and passed in Québec, where it has already been introducedWebsite:http://www.ecospark.ca/

Description:to provide assistance to the Artistic Director, in the form of the creation of part-time positions in administrative and artistic roles, in order to enable her to focus more fully on creative and professional development; second year of three-year commitmentWebsite:http://www.flamencos.net/

Description:in support of the Farmland Entry project, which aims to devise and adapt models of farm succession by facilitating entry for farm interns onto farmland in southern Ontario, especially on land adjacent to Everdale; second year of three-year commitmentWebsite:http://www.everdale.org/

Description:to create a Facility Development Team, a group of experienced outsiders to guide the company through the three-year preparation for renovations and the launch of a capital campaign, including work with architects and building consultants finalizing plans; second year of three-year commitmentWebsite:http://www.factorytheatre.ca/

Description:to assist Campaign 2000 and the Income Security Advocacy Centre to support low-income communities to contribute to the development of an Ontario Poverty Reduction Plan and to help engage other stakeholder groups in this process; two year of two-year commitmentWebsite:http://www.fsatoronto.com/

Description:to support and encourage a new generation of farmers interested in establishing locally based, ecologically sound and economically viable agricultural enterprises; first year of two-year commitmentWebsite:http://www.farmstart.ca/

Description:to allow Director of Community Services Michele Heath to explore innovative models for housing and services for those most marginalized by poverty through visiting several organizations in Vancouver and New York City; Heath will also travel to Montreal to visit several leading capacity-building organizations in order to study organizational structure and strategic thinking and planningWebsite:http://fredvictor.org/

Description:to work with arts consultant Ottie Lockey in order to develop and implement a targeted tour marketing plan building on existing touring success; components of the plan will include research, travel, peer learning, mentoring, and strategic choices in priority markets and promotional material; third year of three-year commitmentWebsite:http://www.fujiwaradance.com/

Description:to support Voices from the Street, a project that trains individuals who have had the lived experience of homelessness to become educators and leaders on issues relating to poverty. This will strengthen and extend their participation in a range of initiatives such as the 25 in 5 Network for Poverty Reduction, and enable them to develop tools and resources to help organizations, institutions, and policy-makers to facilitate the participation of low-income people in dialogue and decision making processes; first year of two-year commitmentWebsite:http://www.gersteincentre.org/